Collaboration Roundtable Partnership Toolkit

The Partnership Toolkit:
Tools for Building and

Sustaining Partnerships
Prepared by the
Collaboration
Roundtable
Spring 2001
with Funding from

Involve BC, Ministry of Community Development,
Cooperatives and Volunteers
and
Community Liaison Division,
Ministry of Multiculturalism and Immigration
TABLE OF CONTENTS
1. Many Thanks....................................................................................................................................... 1
2. How to Use this Toolkit................................................................................................................... 2
3. The Toolkit Rules of Partnership .................................................................................................. 5
4. Was this useful? How can we improve the toolkit?................................................................. 6
5. Before you enter a partnership, you need … .............................................................................. 8
6. A Primer on Partnerships ................................................................................................................ 9

a) What does Partnership Mean?............................................................................................... 9
b) Benefits and Challenges of Partnering ................................................................................ 10
c) Features of Successful Partnerships................................................................................... 12
TOOLS
7. Outreach and Identifying Potential Partners ............................................................................ 21
8. A Partnership Rating Tool............................................................................................................... 30
9. Working with Funders .................................................................................................................... 36
10. Management and Decision Making................................................................................................. 48
11. Ensuring Accountability................................................................................................................... 58
12. A Model Partnership Agreement................................................................................................... 63
13. Legal and Liability Issues................................................................................................................ 76
14. Effective Internal Communications.............................................................................................. 79
15. Promotion and Public Relations ...................................................................................................... 88
16. Resolving Conflict.............................................................................................................................. 97
17. Dissolving Partnerships Honourably.............................................................................................. 104
18. Evaluation............................................................................................................................................ 108
Appendices
A. Glossary of Terms ................................................................................................................... 115
B. Partnership Resources............................................................................................................ 118
C. The Collaboration Roundtable ............................................................................................... 119
D. Organizations represented at the Workshops................................................................. 121
The Collaboration Roundtable

1. MANY THANKS
Very many individuals and agencies helped prepare this tool kit. The Collaboration
Roundtable wishes to thank:
members of the Collaboration Roundtable Steering Committee for offering

insightful comments at every stage of the project; 1
MOSAIC and Nisha Family and Children’s Services Society for managing the
project;
the Ministry of Community Development, Cooperatives and Volunteers and the

Ministry Responsible for Multiculturalism and Immigration for funding the project,
the agencies who organized and hosted the toolkit workshops, i.e. the Canadian
Mental Health Association of the East Kootenays, Immigrant and Multicultural
Services Society of Prince George, Inter-Cultural Society of Greater Victoria,
Kamloops Cariboo Regional Immigrant Society, Pacific Immigrant Resources Society
and Surrey Delta Immigrant Services Society. Over 130 people representing
almost 90 different organizations attended these workshops. Appendix D presents
the participating organizations.
the two individuals who developed the tools and tested the toolkit’s practicality
during the six workshops, i.e.:
Dr. Martin Spigelman Zena Simces

Martin Spigelman Research Zena Simces and Associates
Associates 3905 Parkway Drive
3785 Kathleen Street Vancouver, BC V5L 3C9
Victoria, BC V8P 3H7 Telephone: (604) 739-0815
Telephone: (250) 361-3663 Fax: (604) 739-0840
Fax: (250) 361-3789 Email: zenasimces@aol.com
Email: spigelman@aol.com
1
Background on the Collaboration Roundtable and its membership are included in Appendix C.
The Collaboration Roundtable 1

2. How to Use This Toolkit
Partnership
A partnership is defined as a relationship where two or more parties, having common and
compatible goals, agree to work together for a particular purpose and/or for some period
of time. Partnership can offer certain benefits, for example allowing agencies to:
provide more comprehensive, coordinated and holistic services;
achieve administrative efficiencies and savings by avoiding overlap and duplication;

and
learn from each other.
At the same time, however, partnerships present very significant challenges. They often
require a great deal of effort to build and sustain. They can create new legal or financial
liabilities. Importantly, partnerships that do not perform effectively can compromise an
agency’s credibility with both its funders and its community.
Purpose of the Toolkit
This toolkit is intended to help organizations build and sustain partnerships, by helping
them meet the challenges and achieve the benefits associated with partnering. We think
the toolkit will help the full range of organizations working in our communities, for
example:
multicultural, ethnocultural, Aboriginal and mainstream organizations, including

funders;
large and small organizations; and
those with paid staff and those that rely upon volunteers.
We hope the toolkit will meet the full range of needs and address the full range of
circumstances. Some tools will enable smaller agencies to work more effectively with
larger agencies. Other tools will enable community agencies to work more effectively with
funders. Certain tools emphasize the importance of respecting cultural differences and

thereby will help very different organizations to work well together. Some of the tools
are targeted to partnerships that are expected to last for an extended period of time.
Others are targeted to short-term partnerships operating with very limited funds.
How to Use the Toolkit
We encourage you to read through the entire toolkit. After the introductory sections and
evaluation questionnaire, it presents a “Primer on Partnerships” (Section 6) that gives an
overview of what makes for a successful partnership. A series of practical tools follows
the Primer. Each of these is designed to meet a specific need. One tool (Section 9) will
help you work with funders while another - the Model Partnership Agreement (Section 12)
– will help you define how your partnership will be organized and structured. The
Evaluation Tool (Section 18) will help you assess your partnership.
There is even a tool (Section 18) to help you dissolve your partnership, and to do so in a
constructive manner.
In all likelihood, you will use different tools at different times depending upon your
organization’s own needs. The tools are generic, and have to be in order to meet the variety of
needs and circumstances. They will work best if you customize them for your own organization
and its specific needs. There is also some overlap and duplication so that each tool could
“stand alone” if need be.
The tools were carefully tested,
first with the Collaboration Roundtable Steering Committee, and
then during the six workshops identified on the following page.
Over 130 people and almost 90 organizations participated in these workshops (See
Appendix D). Most of their comments, ideas and suggestions have now been incorporated
into the toolkit although some will have to be addressed over time as the toolkit is further
refined.

Date No. of
Location Host
(2001) Participants
South Fraser
Surrey Delta Immigrant Services Society March 29
Region
Vancouver Pacific Immigrant Resources Society March 30
Vancouver Pacific Immigrant Resources Society March 31
Victoria Inter-Cultural Society of Greater Victoria April 3

Immigrant and Multicultural Services
Prince George April 4
Society of Prince George
Kamloops Cariboo Regional Immigrant
Kamloops April 4
Services Society
The Canadian Mental Health Association of
Cranbrook April 5
the East Kootenays
The full toolkit is available from:
MOSAIC (1522 Commercial Drive, Vancouver, BC, V5L 3Y2); and
Nisha Family and Children’s Services Society (201 – 2830 Grandview Highway,
Vancouver, BC V5M 2C9), or
from their web sites at www.nisha.org and www.mosaic.bc.com.
Eventually we hope to have a special tool kit web site that will include a “chat room” where
you can discuss your partnership issues with other organizations and a “best practices”
resource centre.

3. The Rules of Partnership
The Toolkit Rules of Partnership:
Be clear about your objectives and know

why you are partnering.
Build on each partner’s strengths.
Develop trust by being open,

transparent and honest.
Be clear about each partner’s roles and

responsibilities.
Communicate openly and be prepared to

resolve differences as they arise.

4. Was this useful? How can we improve the
toolkit?
The Collaboration Roundtable hopes to update these tools and the toolkit on a regular
basis. Your experience will help us do so. Please complete this questionnaire and return it
to us.
Agency Name:
Location:
Contact Name:
1. How did you locate this toolkit?

mailed to our internet (please identify other (please identify)
organization website)
2. Which tool or tools did you use?

(7) Outreach/Identifying (12) Partnership (17) Dissolving
Partners Agreement Partnerships
(8) Compatibility Test (13) Legal/Liability Issues (18) Evaluation
(14) Internal Appendix A, Glossary of
(9) Working with Funders
Communications Terms
(10) Management & (15) Promotion and Public Appendix B, Partnership
Decision Making Relations Resources
(11) Ensuring Appendix C, Collaboration
(16) Resolving Conflict
Accountability Roundtable
3. How useful was the tool? (please offer an opinion for each tool you used)
Tool Very Useful Not Very

4. Was the tool easy to understand? (please offer an opinion for each tool you used)
Tool Yes No
5. Have you any suggestions for improving the tools you used? (please offer an opinion
for each tool you used)
Tool Suggestions?
6. Do you have any suggestions for improving the toolkit as a whole?
7. Do you have any other comments on the toolkit?
Thank you for your comments and suggestions. Please send this form to either of the
Collaboration Roundtable Co-Chairs:
Eyob Naizghi John Coward, MA

Executive Director Manager of Partnerships and Employment
MOSAIC Programs
1522 Commercial Drive Nisha Family and Children's Services Society
Vancouver, BC V5L 3Y2 #3 – 10318 E. Whalley Ring Road
(604) 254-0244 Surrey, BC V3T 4H4
enaizghi@mosaicbc.com (604) 951-4821
jcoward@nisha.org

5. Before you enter a partnership, you need …
Vision and Welcoming

Commitment Time Capacity Funding
purpose culture
Your There has to Your Your Your Partnerships
organization be a strong organization organization organization’s may create
needs a clear desire within has to be needs to have culture has to some
sense of why it your prepared to the capacity to be able to additional
is entering a organization devote the enter a welcome new expenses for
partnership. and at all time necessary partnership. people and new your
What can you levels in your to make the If you are ideas. organization.
contribute to organization. partnership stretched to Are you
it? What will It has to be work. There is the limit now, prepared for
you get out of willing to learn no quick and you will need these costs?
it? and to share. easy way to to figure out
successful how you can
partnering. incorporate
the additional
work.

6. A Primer on Partnerships
What Does Partnership Mean?
A partnership is defined as a relationship where two or more parties, having common and
compatible goals, agree to work together for a particular purpose and/or for some period
of time.
This relationship may be anything from a loose agreement to communicate and share
information to a concrete joint venture. Partnerships may be short or long term. When
initiating a partnership, partners need to reach a common understanding of what the
partnership means to them.
Having the right people at the right time

doing the right things together
is what we strive for when creating partnerships.
Partnerships are about people working together.

Benefits and Challenges of Partnering
The benefits of partnering are becoming more evident. They include the opportunity to:
access certain resources, share resources or make better use of limited resources
(space, staff, funding, equipment or in kind);
carry out an initiative that would be difficult or could not be done alone;
promote exchange of information;
may be the only way for new, small volunteer-based organizations to access funding;
enable more effective exchange, sharing or referral of clients or customers;
be more efficient by avoiding duplication or overlap;
act as a more forceful lobby or advocate;
develop creative solutions emerging from the partner’s differing perspectives;
share knowledge, know-how and ideas;
deliver a more comprehensive program or service than could be done alone - a more
holistic approach to services and programs;
increase capacity and strengthen the organization;
ensure greater accountability, responsiveness and transparency;
enhance community participation - increased involvement in decision-making;
facilitate the sustainability/survival of an organization or initiative.
Often the overall benefit is not only

to the partners concerned but also
to the community.

Partnerships may present significant challenges. This can consume a great deal of time
and energy.
The challenges of partnering include:
could put an agency at some financial risk or legal liability;
may confuse reporting and accountability;
may make people nervous because changes to the organization are required;
could compromise cultural and organizational values;
could cause tension and conflict between the partners;
could require too much time; and
will often mean some loss of identity, power and autonomy.
Importantly, a partnership that does not

perform effectively can compromise an agency’s
credibility with both its funders and its community.

Features of Successful Partnerships
What makes some partnerships work better than others? It takes time to develop
successful partnerships. Developing a trusting relationship where all partners feel that
there is mutual benefit from the partnership is essential for success. Partnerships will
have a sound basis if the right partners are chosen for the right reasons. To develop a
long-term successful partnership, the following elements are critical:
A. Entering into Partnerships
Before entering into negotiations, identify why you need to partner, and who would be the
most appropriate partners. It may be necessary to have a preliminary discussion with
potential partners to discuss relevant issues prior to making a decision that a partnership
is desirable. It is important to ensure that the each organization is ready, willing, and able
to be a partner. Experience tells us that time spent in the beginning, establishing a
firm foundation, will be saved in the long run by greatly increasing the probability of
success. More specifically, the following preparatory work should be done:
Welcoming culture
Ensure a welcoming culture. This refers to both the ‘organizational culture’ and the
different cultural backgrounds of individuals within the organization.
Organizational culture is best defined as the beliefs, values, norms and philosophies
that guide how an organization operates, both internally and in relation to other groups.
One organization’s culture may encourage staff to take risks while another promotes
caution. One may operate much more informally than another.
The different cultural backgrounds of individuals and groups within the organization
bring different languages, customs, beliefs and ways of doing things together that
need to be dealt with sensitively.
These differences can lead to difficulties in working together unless they are
acknowledged and measures are introduced to deal with them.
You need to ensure that both your own organization and that of your potential partner
have an organizational culture which supports cooperation and collaboration, and are
sensitive to each other’s individual and group cultural differences.

Membership
Identify who are the people in the partnership. Find out who the key players are and
meet with them to determine if they have similar interests. Partners should be
carefully selected based on their “stake” or vested interest in the goals of the
partnership.
Mutual Benefit
Clarify the common need for the partnership - why partner?
Identify what value there is in partnering and how each partner can benefit. It must
be clear that there is a value-added for all parties and a win-win situation for each
partner
Common Mandate/Purpose
Reach agreement on the mandate or purpose of the partnership as well as the purpose
of the programs/services/initiatives resulting from the partnership.
Other key factors important in the initiating stage:
Establish an overall commitment to working together to negotiate the partnership.
Begin by agreeing to a common language that can be used by all the partners to
understand each other.
Establish a set of principles to guide the negotiations.
It is advisable to establish common goals and objectives and identify roles and
responsibilities before you enter into a partnership. Clear goals and objectives and
agreed to roles and responsibilities are also critical to maintain the partnership.

B. Maintaining Partnerships
To maintain or sustain partnerships and ensure their sustainability, a number of critical

elements are required:
Shared Vision
Start the partnership process by establishing a common vision. Visioning encourages

participants to look at the positive or ideal and allows a bit of dreaming about the
future. It is important in a partnership to share a common vision, so there is an
agreement on what the future could look like as a result of the efforts of the
partnership. Once groups capture their vision, it is easier to move to identifying more
specific goals and objectives.
Common and Compatible Goals and Objectives
Identify goals and objectives (both short term and long term ones) that state desired
outcomes to make the vision a reality. Goals and objectives are measurable
accomplishments that can be evaluated to determine if the partnership succeeded in
doing what it set out to accomplish.
Acknowledge that partners may have their specific priorities and build on this.
Division of Roles and Responsibilities
Recognize the importance of each partner’s role in achieving common goals. Define and
document each partner’s role in a clear and concise manner, so there is common
understanding of what is expected.
Acknowledge that effective partnerships are not necessarily those in which role
sharing is equal. Partnerships are often established on the basis that the partners can
play complementary, but separate roles. Partners may be responsible for very
different functions or may work together to carry out joint activities.

Balancing Power and Authority (Joint Ownership, Decision-making and Accountability)
Establish an agreed-to sharing of power and authority. The degree to which decision-
making is to be shared depends upon the partnership model to be pursued -
cooperative, collaborative or integrated.
Clarify reporting and accountability relationships. Partners should understand the

decision-making model, namely who has authority to make which decisions and what
decisions can be made. It is also critical to clarify who is accountable for what and to
whom.
Recognize that giving up some autonomy is inevitable. The challenge is to create an

atmosphere where partners feel there is joint ownership.
Effective Communication
Ensure open, honest and clear communication. There should be no hidden agendas.
This will help avoid unnecessary misunderstandings and potential conflict situations.
Ensure all partners are informed about each other and the issues, and that there is a
mutual understanding regarding expectations, roles, responsibilities, decision-making
and accountabilities.
Develop a forum that encourages partners to meet regularly to mutually problem-solve,

exchange information and to learn from one another’s expertise.
Develop a process to resolve conflict in advance of serious differences of opinion or

perspective.
Listen to partners. Listening is critical to effective communication. It demonstrates

respect and promotes awareness of strengths, biases and conflicting interests.
Supportive Structures and Processes
Ensure that your organization is prepared to implement structures and processes that
support partnerships. This may require implementing mechanisms to ensure input of all
partners. Participation of staff at all levels from all partners may sound simple but

often requires specific changes to structures and processes to ensure that meaningful
participation actually occurs on an ongoing basis.
Develop and adapt structures and processes to accommodate different practices

existing among the partners.
Commitment
Seek commitment to the partnership from each of the organizations involved.

Agreeing to work together is the foundation of a partnership. Often this step is
missed because it is assumed that those who are participating are committed
Affirm that everyone is committed. Initially the commitment may be an expressed as

willingness to come to the table to support a partnership. For the partnership to be
successful, the commitment needs to extend to making the partnership work over the
long term. All parties must have the belief that the partnership is needed and that
problems and issues can be and will be overcome.
Trust and Respect
Recognize that the building of trust can be a delicate and time-consuming process, but
it is critical to the success of partnerships.
Involve all partners as early as possible, so that there is a sense of ownership and
commitment from the start. Trust and respect is built over time. Time is needed for
partners to get to know each other, to break down traditional stereotypes and to build
trust. Be sensitive to each other’s needs and to individual agendas.
Recognize that transparency, integrity, and good communication are essential in

building trust and in fostering mutual understanding of each other’s constraints and
strengths.
Bring potential conflict, control issues or hidden agendas out into the open and deal
with them in an honest and caring manner.

Commitment of time
Allocate sufficient time to discuss the partnership and come to agreement on the
terms of the partnership. Partners must be willing to commit the necessary time,
energy and expertise to make the partnership work. Nurturing takes time.
Leadership
Ensure strong leadership exists to initiate the partnership, champion the partnership
vision, and manage the ongoing operation of the partnership. Leadership plays a critical
role in maintaining good relations and enhancing trust and respect. Leaders need to be
patient, articulate, fair and sufficiently knowledgeable to inspire the confidence of all
players.
Resources
Decide what resources are critical to the partnerships and what each partner can
contribute. Resources take on different shape and meaning in each partnership,
although they typically involve human, financial and infrastructure considerations.
Don’t assume what the other partner can bring to the table. Clarify what you need,
what you have and how you will obtain the resources that are required.
Partnership Agreement
Establish a contract, an agreement or memorandum of understanding to document what

has been agreed to by the partners for managing the partnership and to facilitate
accountability, regardless of the magnitude of the partnership.
Ensure the partnership agreement:

• defines objectives so that all parties know what they can expect from the
arrangement;
• defines roles and responsibilities of each partner;
• clarifies the management model, and the processes to be used for decision-
making, the delegation of authority, monitoring and reporting mechanisms
(accountability);
• outlines financial obligations and resource commitments;
• includes agreed upon evaluation and assessment objectives;

• provides for a process to resolve conflict and to terminate the partnership to
avoid turmoil if the relationship runs into difficulty.
Continuous nurturing
Recognize that maintaining partnerships requires continuous nurturing. It takes time

to foster trust. You need to work within your partners’ time frames and be willing to
invest in the effort, make commitments and take risks. It is critical to resolve any
hidden motives, power or control issues. It is just as important to show gratitude and
appreciation to your partners on an ongoing basis.
Mutual Recognition
Ensure recognition of the contribution each partner makes to support the partnership.
This helps to reinforce the win-win for all, strengthens the commitment to work
together and fosters a positive environment. Motivation and future involvement are
dependent on how well members in a partnership are treated and whether or not they
feel recognized.
Adaptability and Flexibility
Develop the capacity to change as the relationship matures or goals are redefined.
This is critical to the continued success of the partnership.
Be prepared to modify the partnership vision on the basis of new information and new
needs.
Be flexible to cope with changes in the external environment such as financial

instability, government reorganization, new legislation and changes in community needs
and priorities.
Be sensitive to each partner’s needs and be flexible to adapt to each other’s needs

Building capacity
Ensure that partners are equipped to deliver according to expectations and to

contribute effectively to the partnership. This may require time and resources for
training.
Establish an environment where continual learning is valued.
Ensure that the skills and abilities of the partners grow together for the future
advancement of the partnership. Skills commonly used in developing and maintaining
successful partnerships include traditional management skills such as: strategic
planning, financial and human resource development, as well as specialized skills such as:
facilitation, team building, working with diversity, conflict resolution and negotiation,
stress management and motivation.
Evaluation
Evaluate the partnership model and relationships on an ongoing basis. Evaluation is the
component of the process that allows a partnership to assess its progress and measure
success.
Consider evaluation from the start of the process, even though it usually appears as
one of the final steps. When developing goals at the beginning of the partnership,
there should be discussion about desired outcomes, indicators of success and how
information will be gathered to measure success.
Revisit the goals and objectives and outcomes resulting from the partnership on a
yearly basis.
Solicit wide input into the evaluation process from all partners and from staff at all
levels of each organization.
Be prepared to make changes based on the findings of the evaluation.

The Tools

7. Outreach and Identifying
Potential Partners
Purpose
Partnering is an ongoing process. Time spent up front to

prepare for partnering is a good investment and will pay off
later. The purpose of this tool is to assist all organizations to consider key questions
before entering into a partnership. It is important to go into a partnership with “your
eyes open”.
Organizations may have very different reasons for wanting to partner. Small voluntary
organizations may need to partner to gain the skills and capacity to carry out their desired
objectives. They may require mentors to help them grow and strengthen. Larger
organizations may not have the knowledge of the community they are serving and it would
be of value to them to partner with smaller voluntary organizations that have experience
in working with volunteers and have first hand knowledge of specific communities. Some
partnerships are not out of choice, but necessity. Funders may require some partnerships.
Recognizing that partnerships can come about for many different reasons, the following is
provided to assist you to prepare for partnering.
1. Why Do You Want To Partner?
2. Are You Ready To Partner? A Self-Assessment Tool.
3. What Kind Of Partnership Do You Want?
4. Develop A Partner Profile.
5. How Do You Identify New Partners?

1. Why Do You Want To Partner? Checklist
You first need to be very clear why you want to partner. You may be entering into a
partnership by choice or out of necessity. You may be initiating the partnership on your
own or it may “forced” upon you by a funder or other third party. Partnering may be the
only way to obtain funding. Regardless, it is important to identify what you hope to gain
from the partnership.
Review this checklist and check one or more of the following reasons for WHY you want to
partner.
I want to partner in order to:
acquire additional resources (staff, space or equipment) to carry out an initiative.
be more efficient and avoid duplication or overlap in providing services.
be able to serve the same clients or customers more effectively.
to learn from others or to mentor others.
act as a more forceful lobby or advocate and attract the support needed.
deliver a more comprehensive service that could not be done alone.
strengthen my organization.
gain greater profile in the community.
enable the continuation of a project- ensure its sustainability
meet funding criteria that require collaboration with other stakeholders.
other reasons, such as: _______________________________

2. Are You Ready To Partner? A Self-Assessment Tool
Before you enter into a partner ship, it is important to evaluate whether your own
organization is ready to partner. The self-assessment tool identified below will assist you
to identify if you are ready, as an organization, to enter into a partnership.
Refer also to the Partnership Rating Tool in the next section that can also be used by
organizations as a self-test to determine their own readiness to partner.
A Yes next to the item indicates a readiness to partner.

A No shows that you may experience difficulties in partnering.
The aim is to have more yes than no answers before you begin to partner.
Question Yes No
Do you have the support of your board, management and
staff for partnering.
Has your organization examined alternatives to achieve
your objectives?
Does your organization value working with other
organizations and groups?
Does your organization have an acceptable method of
resolving conflicts or issues?
Is your organization able to communicate effectively?
Do you have someone who can represent the organization
in the process of identifying and entering into a
partnership? Can this person be spared and will he/she
be supported by the organization?
Is your organization prepared to devote the resources
necessary for the partnership (time of staff and
volunteers, money, space, and equipment, etc.)?
Does your organization have skills that it can use in the
partnership?
Identify what your organization has to offer the
partnership.
Are there any ‘red flags’?
Identify what you may need to watch out for.
Is your organization prepared to share decision-making
authority with or give up some decision-making authority
to another organization?

3. What Kind Of Partnership Do You Want?
Once your organization has identified that it is ready to partner, you need to carefully
consider the type of partnership you would like to have.
You should ask the following questions:
What tasks need to be performed by the partnership?
How large are the tasks?
Is it a single or simple task?
Are there multiple and more complex tasks?
What is the time limit on the partnership? E.g.,
Is it short term?
Is it meant to be a trial basis for a long term partnership?
Is it intended to be long term?
Is there more than one partner needed and why?
Do you want to start small until you and your partner know each other better?
How formal or informal is the partnership to be?
What degree of coordination is required to accomplish the goals of the partnership?
Partnerships can vary widely in their degree of coordination from a loose

cooperative arrangement to a total integrated model. See “Continuum of
Coordination” chart on the next page.

Types Of Partnerships
Continuum Of Coordination
The following chart identifies three major types of partnership models along a continuum
of coordination. Partnerships can fall anywhere along this continuum. The key question is
what do you want to achieve by the partnership. Partnerships can move along this
continuum, becoming more integrated as partners get to know each other better and the
level of trust increases.
A key characteristic that differs as you move along this continuum is the degree of decision-
making authority each partner retains or is willing to give up.
Examples of Three Partnership Models
Cooperative Model Collaborative Model Integrated Model

Each partner: Each partner: Each partner:
• maintains its own decision- • shares decision-making • transfers decision-making
making responsibility responsibility & authority authority to a new
• remains autonomous • has particular roles and structure/new entity
• retains own identity responsibilities • integrates its resources
• has own staff & budget • is accountable to the other with other partners
• has full responsibility for its • contributes resources • administers according to
actions • surrenders some measure of common policies and
its autonomy procedures
• surrenders a considerable
amount of its autonomy
Decision Making Decision Making Decision Making
• by consensus • by consensus • by vote if necessary
• agreement not necessary in • agreement necessary • agreement necessary
all cases

4. Develop A Partner Profile
Having a good understanding of the kind of partnership you want and what your
goals are will enable you to identify the kind of partner you need.
Develop a partner profile. This could include:
Type of organization, e.g., government, volunteer-based, business/corporate
Size of the organization
Location of the organization
Type of services it should be able to provide
Type of experience it should have
Types of strengths or skills it should have
Financial stability and other resources it can provide
Cultural sensitivity
List other desirable characteristics

5. How Do You Identify New Partners?
It may be difficult to find partners, particularly if your organization is new to the

community or you are not familiar with what other organizations have to offer. Cultural
differences and language barriers may create obstacles to finding partners. Also, you may
not have the time or resources needed to search for partners. The following provides a
guide to assist you to identify new partners.
Complete chart “A” attached to assist you in identifying new partners. Use the
following as a guide.
1. Develop an inventory of possible partners
Your Partner Profile will assist you in selecting the sector most relevant to your needs.
For example:
Government ministries- Federal, provincial, municipal
Service provider agencies
Community volunteer-based organizations
Consumer/advocacy groups
Professional associations
Educational institutions
Businesses
Others
To develop this list:

Talk to people in your organization
Consult with potential funders
Obtain lists of government and community agencies/organizations
Consult with key contact/leaders in your community
2. Identify the potential role these partners could play
For example, this could include:

funding
direct service delivery
staff resources
volunteers
other resources such as space, equipment

planning
management
coordination
other, specify
3. Identify whether the organization is or has been involved in other successful

partnerships or collaboration.
Obtaining information on the potential partner’s experience and reputation in the

community is critical.
4. Review available agency materials.
Obtain and review materials for each organization, such as annual reports, audited
financial statements, organizational charts, descriptions of services or programs, location
of office, and other information available. This may difficult or time consuming. It may
be more beneficial to meet with the potential partner.
5. Arrange meeting or orientation session with potential partners.
Set up a meeting to become acquainted with potential partners and to obtain more
information. Ask to have an orientation session to see what their orgnanizations do.
Speak to staff and volunteers carrying out various functions within the organization.
6. Identify major pros and cons for partnering with each organization.
From the information available up to this point, identify major pros and cons for
partnering with each organization.
7. Consider all your findings and identify two or three organizations that have the
highest potential for partnering.
8. Proceed to apply the detailed Partnership Rating Tool (discussed in the next
section) to these organizations.

Identifying New Partners – Chart A
Involved in
Organizations Potential roles other Pros Cons
partnerships
Government
1.
2.
Service
Provider
1.
2.
Community
group
Consumer/
advocacy
Educational
group
Business
Other

8. A Partnership Rating Tool
Purpose
The purpose of the Partnership Rating Tool is to help identify

similarities and differences between you and your potential
partners to determine if there is a good fit. While the people
involved play a large part in bringing a partnership together and
making it successful, for the partnership to last, the organizations need to share
similarities and build on differences. Differences do not necessarily mean that you are
not compatible (there is not a good fit) with your potential partner. These differences
may indicate strengths that the partner brings. They may also point to critical
differences that should be addressed to ensure the success of the partnership.
Instructions
The Partnership Rating Tool (See Partnership Rating Chart on the next page) can be:
Used as a self-test for your own organization to determine where it stands on each of
the elements identified. This will help determine your own readiness to partner.
Completed on your own, if you are able to obtain the required information.
Completed by your potential partner, upon your request.
Completed jointly with you and your potential partner.
Note: A potential funder may be interested in seeing a completed rating tool
when considering funding a particular partnership.
To complete the rating tool, consider the following:

Ensure you have collected all the information required to make the assessment. If
you do not have the required information, have your potential partner do the rating
or complete it together with your potential partner.
Use a scale of 1-5, with 1 being low and 5 being highly compatible. Give a rating to
each element to determine similarities and differences with the potential partner
organization.
Total rating provides an average and gives you an indication of higher or lower
compatibility. Total rating may be less important than the individual scores.
Pay attention to the rating of each element. Any element that gets a rating of 1 or
2 may point to differences that could be strengths to acknowledge or weaknesses
to address.

Partnership Rating Chart
Each element identified below is explained in the following pages.
ELEMENTS (How your rate each partner on a PARTNER PARTNER PARTNER

scale of 1-5 on the following elements?) A B C
1. Has similar organizational culture
2. Is cultural sensitive
3. Values acceptance and integration
4. Has a solid reputation
5. Shares your vision
6. Has common goals and objectives
7. Has clear division of roles and responsibilities
8. Has skills and capacity you need
9. Communicates effectively
10. Has effective ways of resolving conflicts
11. Is flexible and adaptable
12. Has a supportive leadership style
13. Recognizes and rewards success
14. Willing to share decision-making authority; willing
to give up some autonomy
15. Has similar accountability processes
16. Has similar administrative processes
17. Has similar wages and benefits structure
18. Has procedures to deal with liability issues
19. Willing to share resources
20. Willing to have a partnership agreement
21. Shows commitment

22. Willing to reassess the partnership
23. Provides value-added
24. Fosters a sense of trust
TOTALS

Explanation Of Elements In The Partnership Rating Tool
1. Has Similar Organizational Culture
Organizational culture is best defined as the beliefs, values, norms and philosophies that
guide how an organization operates, both internally and in relation to other organizations
and partners. One organization’s culture, for example, may encourage staff to take risks
while another encourages caution. One may operate much more informally than another.
Organizations with very different cultures can have difficulty working together unless the
differences are acknowledged and measures are introduced to make them compatible.
2. Is Culturally Sensitive
An organization that is culturally sensitive respects the different cultural customs and
belief of individuals and groups within the organization. Language barriers are addressed
and accommodations are made to respect cultural diversity. Does the organization have
any written policies on equity?
3. Values Acceptance and Integration
This refers to creating an atmosphere where everyone feels part of the organziation,
where everyone feels comfortable, safe and fully accepted.
Note: Organizational culture, culture sensitivity, and acceptance an d integration are all
different and although difficult to assess and measure, are critical factors for successful
partnerships and need to be considered,
4. Has a Solid Reputation
Would you be proud to be associated with this organization? Does it have influence and a
good reputation in the community? Does it have a history of success?
5. Shares Your Vision
Do you and your potential partner agree on what the future could look like as a result of
you common efforts?

6. Has Common Goals and Objectives
Do you and your potential partner have similar long-term goals and more focused short-
term objectives? Do you see eye to eye on major strategies that could be used to reach
the objectives? If your goals or objectives differ, are there other similarities such as:
similar mandates, services, target audiences, or catchment areas.
7. Has Clear Division of Roles and Responsibilities
Does your potential partner clearly identify different roles and responsibilities within its
organization? Do you see the roles and responsibilities within your organization fitting in
with those of your potential partner?
8. Has Skills and Capacities You Need
Does your potential partner have skills and capacities that you require or are compatible
with your needs, such as planning, program development, service delivery, financial
management, fundraising, etc.?
9. Communicates Effectively
Does your potential partner share information readily? Do they use language that is simple
and plain? Do they have processes of communication that are similar to your organization
or that you feel are effective? Do you feel that they listen and take the time to
understand?
10. Has Effective Ways of Resolving Conflict
Is your potential partner willing to resolve differences in a fair and equitable manner?
11. Is Flexible and Adaptable
Does your potential partner exhibit a willingness to accommodate and make changes as new
information becomes available or circumstances change?
12. Has a Supportive Leadership Style
Does your potential partner exhibit leadership that is supportive to your organization?

13. Recognizes and Rewards Success
Does your potential partner have a process to recognize and reward people for their
efforts? Are you in agreement with this? If no process is in place, do you believe the
organization would be willing to develop a system of recognition and rewards?
14. Willing to Share Decision-making Authority
Does your potential partner have a clear and understandable process for decision-making?
Is there a willingness to share decision-making authority, that is, give up some of their
decision-making autonomy? Do you believe you can reach an agreement on how power and
authority will be shared?
15. Has Similar Accountability Processes
Are there processes in place that clearly identify who is accountable to whom and for
what? Are these processes similar to what you have in your organization, and if not, do
you feel they are fair and you would be willing to abide by them?
16. Has Similar Administrative Processes
Are there administrative processes and functions in the organization that deal, for
example, with human resources, financial matters, space and equipment, etc.? Are these
processes clear, fair and similar to what your organization? Or do you find these
processes acceptable? Is the potential partner willing to put in place administrative
processes and structures that would support the partnership?
17. Has Similar Wages and Benefits
Are the wages and benefit structures similar or compatible with your organization so all
employees are treated fairly? How are volunteers compensated in each organization? Are
their union versus non union issues that need to be addressed?
18. Has Procedures to Deal with Liability Issues
Does the organization have liability insurance? Are you satisfied with the way the
organization protects itself from liability? Is this similar to your organization?

19. Willing to Share Resources
Is the potential partner willing to contribute resources such as staff, volunteers, funding,
space equipment etc? Is the potential partner willing to work with your organization to
seek out other sources of funding?
20.Willing to have a Partnerships Agreement
Is the potential partner willing to put in writing the terms of the partnership?
21. Shows Commitment
Is the potential partner willing to commit time and effort to the partnership? Is it willing
to spend the time needed to nurture the relationship?
22. Willingness to Reassess the Partnership
Is the potential partner willing to step back and assess the partnership at various stages?
Is there a willingness to changes as the partnership evolves?
23. Provides Value-added
Does the potential partner have something special or unique to contribute that enhances
the value of your organization?
24. Fosters a Sense of Trust
In the final analysis, do you feel that the potential partner can be trusted in all respects?
Do you feel that as a small organization you will be able to maintain your uniqueness within
the large environment and not get “swallowed up”?

9. Working with Funders
Purpose
The purpose of this tool is to strengthen the ability of partnering

agencies to work with a wide range of different funders in a
cooperative and productive manner. For partnering agencies to
build a relationship with their funders, it is important to understand what funders expect.
There are many different sources of funding, from different levels of government,
businesses, foundations and other non-governmental sources. For a list of community
economic and social development funding programs serving British Columbia, See
“Inventory of Community Economic and Social Development Funding Programs Serving BC,
June, 2000, prepared for the Ministry of Community Development, Cooperatives and
Volunteers.
This tool addresses the following key issues:
1. Tips On How To Prepare For Your Initial Communication With Funders
2. Tips For Small Volunteer-based Organizations Seeking Funding
3. Tips For Large Organizationsٛ Funding Smaller Groups
4. Funders’ Expectations:
A. What Funders Are Looking For When Approving Funding
B. Once Funding Has Been Approved, What Are The Funders’
Expectations?
5. What Is The Role Of Funders In Dealing With Conflict?
6. Tips For Writing Funding Proposals

1. Tips On How To Prepare For Your Initial Communication With
Funders
It is critical to check with funders before you spend a great deal of time and effort. This
can be done by phone, a letter of interest, or it may be a face-to face meeting.
First and foremost, do your homework regarding what the funder’s mandate is.
You need to understand what the funder’s interests are.
Be clear on what you are requesting.
1. Draft a two-page summary of your request that outlines:

Who you are - profile
Who you serve
What program/service/initiative you want funded
What are your expected outcomes
What you plan to do – some specifics
What your capabilities are to carry out the proposed initiative
How much (range) you are requesting
How you will be accountable
2. Follow-up on the initial communication to see if the funder is interested.

2. Tips For Small Volunteer-based Organizations Seeking Funding
Small volunteer-based organizations wishing to partner and seeking funding for a particular
initiative need to show funders that they have addressed the following questions:
• Are you a reputable organization?

Do you have a Registered Charities number? Most funders will not fund voluntary
sector organizations that are not registered. If not, have you partnered with an
organization who is registered? If you are not well know in your community, you should
to find leaders in the community or other groups who have had some experience with
your organization and can provide a reference.
• How can you best serve your community?

This may not mean providing a service yourself, but working with other groups in the
community to ensure a more comprehensive service.
• What group in the community can best assist you?

What can this group offer you? Does it have the administrative structure or the
effective accountability mechanism that funders are seeking? Being able to ensure
accountability is a key criterion for funders
• What is your organization’s capacity? What skills do you need to develop?

Do you currently have the skills to carry out the proposed initiative? Do you have a
strong board of directors? Do you have a volunteer force? Where can you gain more
experience?
• What does your organization have to offer?

What can you offer a partner that would strengthen the partnership and increase your
success for securing funding? (For example, small voluntary organizations have
knowledge of the community and a strong volunteer base.) How can you make it a win-
win situation for everyone?
Once you have decided to partner and

jointly seek funding, develop your own agreement
with your partner organization to ensure
that responsibilities and funding issues are documented.

3. Tips For Large Organizations Funding Smaller Groups
Large organizations funding smaller groups need to understand the constraints of smaller
organizations, for example:
Smaller organizations are mostly run by volunteers.
Volunteers may not be able to meet during the day like paid staff.
Smaller organizations need to be assisted with costs of transportation, child care

or other out-of –pocket expenses to enable them to participate in meetings.
Smaller organizations are not only seeking financial support but can often benefit
from a side range of supports.
Smaller organizations may need mentoring to assist them to secure funding and
partners.
Smaller organizations may need training for their board members in governance
issues.
Larger organizations need to be sensitive to language and cultural differences.
Larger organizations need to seek ways to build on and utilize the skills and
knowledge of smaller organizations and not see them as competitors.
Larger and smaller organizations need to find opportunities to discuss their

differences and needs in an open and honest manner.

4. Funders’ Expectations
Large and small voluntary organizations need to recognize that the funding process takes
time and there are often different levels of approval with specified timeframes.
Some funders are very “hands-on”, very involved in the funding process, while others set
the overall framework and are much less active. Regardless of degree of involvement, all
funders have certain similar general expectations.
A. What Funders Are Looking For When Approving Funding
Questions Funders Ask:
Have the partners met funder’s mandate?
How well does your proposal for funding meet the funder’s mandate and criteria?
How well do you understand what the funder wants?
Is there a need?
Is there a documented need for the service/initiative you are proposing?
Have you clearly stated what you want to accomplish with the funds requested and why
this is important?
Do you have factual information to back-up your need? (Statistical information can be
obtained from such sources as Statistics Canada, Social Planning and Research Council
of BC, Annual Reports from Government Ministries, etc.)
How does the partnership formed benefit the initiative?
Are the appropriate groups working together to achieve the stated objectives?
How are you working together? Are the roles and responsibilities of each of the
partners involved clearly identified?

Do the partners have the expertise?
What are each partner’s expertise, credentials, and history? Does each partner have
the capacity to carry out the responsibilities identified?
Have you sought other assistance?
What other sources of funding are being sought and from whom? You need to be open
and honest about this.
How inclusive are you?
Are you reaching the most people to get the “biggest bang for the buck”?
Are you being inclusive and responding to the diverse groups in your community?
Have you clearly stated your results?
Have you identified the outcomes or results that will be achieved in the short term and
in the long term? How will you measure success? Has an evaluation process been
identified?
Have you clearly stated how you will carry out the project
Have you clearly identified activities that need to be carried out to implement your
project?
Have you identified the staffing and administrative aspects of the project?
Have you identified
fiscal and program accountability?
Have you identified your communication processes?
This includes how you intend to resolve any conflicts that may arise within the
partnership.

Is your budget realistic?
Who is getting the funding and what is the funding for?
Is the amount you are requesting realistic with what needs to be achieved?
Have you clearly identified each partner’s contribution of resources?
Can you account for all aspects of the budget?
How will funders be recognized?
Funders want to know how they will be specifically acknowledged for their
contributions.
What is your evaluation plan?
Funders expect an evaluation plan to be identified at the start of the project

indicating what is going to be evaluated and when.
Finally,
Have you completed all parts of the application form clearly and fully? Funders have
specific formats and instructions for submitting information and these must be
followed.
Have you attached your partnership agreement? (See Section on Partnership

Agreement Tool)
Have you been clear, open, transparent, and frank?

B. Once Funding Has Been Approved, What Are Funders’
Expectations?
Submit progress reports; these could be quarterly, semi-annual or annual.
Provide financial statements. Good financial records must be kept.
Give assurance that the service/program being funded is being delivered to the target
groups agreed to.
Give assurance that the partnership is working for the benefit of the service/program
being delivered.
Carry out an evaluation and submit as agreed to.

5. What Is The Role Of Funders In Dealing With Conflict
Situations?
If conflict arises within the groups who have partnered, and this affects the delivery of
the program/service that is under contract, funders have a responsibility to deal with this.
While they may initially turn to those who are managing the contract, if this is not
successful, they may go to the organization’s board of directors since it has overall
accountability for the program.
Funders can, at any point, request a financial or program audit if they have reason to
believe the conflict is affecting the delivery of the program.

6. Tips For Writing Funding Proposals
It is essential to follow the instructions of the specific funder in preparing your funding
proposal. Many funders have specified formats. Be alert to deadlines for submiting initial
interest and final submissions.
The following outlines a format that can used, if one is not specified. The steps outlined
below are in the sequence they should appear in your funding proposal and not in the order
they should be written. Be concise and use plain language.
Cover Letter
Should be only one page that highlights what you are asking for, why it is important
and, why you are in the best position to deal with this issue.
Illustrate your strength and set the stage for the proposal.
Executive Summary
Executive summary should be written after you have completed your proposal.
Your executive summary must be able to stand alone as a document, so it should
summarize the key points in your proposal.
You should summarize the following
• Who you are.
• Why you are in the best position to carry out this project.
• The need for the project and what supports you have in place.
• A brief outline of your request, the objectives, methods, budget request.
Project Introduction
The introduction should be written after you have completed your proposal.
Keep this section focused and compact.
In the first two sentences, state your request – what you are asking for and why.
Include a few sentences about your organization.
State what you will be addressing in this proposal.

Identify the Need
A concise statement of need is the first step in creating a solid proposal.

Clearly illustrate your understanding of the complexity of the need.
Show why your organization is the best one to deal with this issue.
Show who and how others may benefit.
Show how your issue links to the interests of the funding organization.
Specify the Objectives
Clearly state what you want to achieve - the expected outcomes of your project.
Be sure your objectives are practical and attainable and that you will be able to
measure success.
Identify Partners
Identify who you are collaborating with or who your partners are.
Identify why this relationship will benefit the project.
Outline roles and responsibilities of each partner.
Methods
Identify in a step by step process how you intend to reach your objectives, in other
words, how you intend to carry out your project.
Provide timetables.
Illustrate why the methods you have selected are the best to reach your objectives.
If your are presenting options, suggest the best option under different circumstances.
Budget
This should include a table outlining expenses as well as income form all sources
Include in-kind contributions.
Clearly indicate your organization’s contribution and what you are requesting from the
funder.
Indicate how much money is to go to each partner, if applicable.
Qualifications

Discuss your organization’s special skills.
Highlight your organization’s achievements/successes of.
Illustrate your staff’s or volunteers’ credentials and experience.
Evaluation
Outline your plan to measure the progress in achieving the objectives identified.
You need to be able to show how you intend to measure results.
Funder Recognition
Include a section on how you intend to thank funders.

Funders need to be thanked many times- ongoing process for recognition needs to
specified.
Project Sustainability
Illustrate your long-term plans for funding and how you are committed to becoming
self-supporting in the long-term.
Appendix
List of board members, key resumes, annual report, and financial statements.
Statistics to support your position and other related materials to bolster your
accountability.
Attach your partnership agreement or letter of intent that describes the partnership.

10. Management and Decision Making
Organizations often do not have a clear picture of the different
management and decision making structures that are possible within a
partnership. This is particularly true for organizations that have
little experience with partnerships and for situations in which the
partnering organizations are very different in terms of size,
management structure and organizational culture. Very often it occurs when one partner
has paid staff and the other relies upon volunteers.
Purpose
This tool’s purpose is to describe some of the options available to organizations for
managing a partnership and for making decisions within a partnership. It presents several
different models including a confused “sure to fail” model that should be avoided at all
costs. The tool also identifies:
some of the special challenges facing smaller, volunteer-based organizations who
are partnering with larger organizations; and
ways to address these challenges.
Finally the tool lays out a process which you can use to build a management model that best
meets your needs and circumstances.
Remember models are intended to be a guide not a recipe. Your organization

should consider these models and then design one that best meets your needs.
Some organizations – for example those serving the Aboriginal community – may
want to design a more circular management model in which everyone has an equal
say in decisions.

Considerations:
In deciding upon the best management model and decision making process for your
partnership, you will have to consider:
0 what role the funder will play. Some funders want to be involved and some
organizations want the funder to be involved. Other funders and other
organizations do not. Some circumstances might make it advisable to include the
funder while other circumstances may make that inclusion unnecessary. The models
presented on the following page assume that the funder will be involved.
0 whether you need special committees to advise the management group and to
inform the decision making process.
0 how the management group will relate to each organization’s Board of Directors.
0 who will chair the management committees and who will be responsible for minutes
and reporting.
0 what will be included in the Management Group’s Terms of Reference. These lay
out who will be in the Group, what the Group’s responsibilities are and what process
will be used to make decisions.

The Partnership Continuum
Potential partners can choose from many different management and decision making
models. Generally, however, they will fall somewhere on the continuum presented in the
following table. This table presents three models ranging from the most loosely organized
(the cooperative model) to the most structured and formal (the integrated model).
Management Models
(a) Cooperative Model (b) Collaborative Model (c) Integrated Model

Each partner: Each partner: Each partner:
• maintains its own decision- • shares decision-making • transfers decision-making
making responsibility responsibility & authority authority to a new structure
• remains autonomous • has particular roles and • integrates its resources
• retains own identity responsibilities with other partners
• has own staff & budget • is accountable to the other • administers according to
• has full responsibility for • contributes resources common policies and
its actions • surrenders some measure procedures
of its autonomy • surrenders a considerable
amount of its autonomy
Decision Making Decision Making Decision Making
• agreement is not necessary • by consensus • by vote if necessary
since each partner may want • agreement necessary • agreement necessary
to do things differently
Which approach is right for you?

Which approach is right for the program, given its goals and objectives?
Which approach is preferred by the funder?

Management Models
(a) Cooperative Model

Advisory Committee
Agency A Management Agency B Management

Cooperation
Agency A Staff or Cooperation Agency B Staff or

Volunteers Volunteers
(b) Collaborative Model

Senior staff from each
Management Committee partnering organization
and possibly the funder
Agency A
Agency B
Manager
Manager
Staff/Volunteers Staff/Volunteers
Regular Meetings of
staff/volunteers

(c) Integrated Model
Management Committee
including senior staff with decision-making
authority from each of the partnering
organizations
Project or Program Manager

most likely hired by the
Staff or Volunteers from each of the

partnering organizations

(d) The “Sure to Fail” Partnership Model
(actual case example of a management model which did not work)
MANAGEMENT
Funder COMMITEE Gov’t Partner
Partner A Partner B
Executive Director
Executive Director
Partner A Director
Partner A Manager Partner B Manager

Gov’t staff Gov’t staff
Staff/Volunteers Staff/Volunteers
Partner A Partner B

Special Challenges for Smaller, Volunteer-Based Organizations
The risks associated with partnerships are particularly acute for small, often volunteer-
based organizations that may be obliged – by funders and sometimes by circumstances – to
enter partnerships with larger more established organizations. The risks stem from the
two organizations having very different resources and power. The risks include:
being assimilated by the larger group, losing their identity and sense of purpose,
and losing also their visibility in their own community. The larger partner may not
regard them as equals and may – even unknowingly – marginalize their role in the
partnership or in the project.
losing their own particular way of doing things, for example their way of reaching
decisions or settling disputes.
losing their ability to work in the language of their choice and being able to
communicate with their community in this language.
being intimidated or overwhelmed by the larger organization given its greater
resources, its greater experience and its ability to use paid staff.
being misunderstood because of cultural or linguistic differences.
These risks can be minimized if:
the larger partner and the funder develop a better understanding of the smaller
partner’s character and concerns, and are willing to respect its way of conducting
business.
the partnership is based on honest dialogue, a willingness to address issues openly
and a process for allowing the smaller partner to be heard.
the larger partner and funder recognize that smaller organizations have fewer
resources at their disposal and commit to building capacity within those
organizations.
the partnership encourages mutual trust and respect, and a willingness to be open
to the each other’s views and priorities.
the partnership provides adequate time for partners to come to understand each
other’s concerns, and to recognize each other’s uniqueness and values;
the partnership ensures that each partner will benefit in tangible ways from the
relationship.
the partners are willing to try new ways of addressing issues or resolving problems.
These all can be built into the management and decision-making process.

Building a Management and Decision-Making Process that works for your
organization
In all likelihood the potential partners will need a special meeting to decide upon the
appropriate management and decision-making model, and upon the best way to organize and
manage the partnership.
1. Invite your potential partner to a planning meeting. Who will attend?

Invitees:
2. Who will chair this meeting:
3. Identify what benefits you expect to flow from the partnership, for clients and for
your agencies.
4. Confirm that there is a basic understanding of why you are partnering.

Do we agree on the Partner 1 Partner 2 Funder
partnership’s … Yes No Yes No Yes No
Vision and goal or
purpose
Intended objectives and
outcomes
Broad policies to guide
the partnership
5. Consider whether the funder will be involved as a partner and will be invited to
participate in the management group.

6. Checklist: In order to manage the partnership effectively, each of the partner’s
management systems and approaches do not have to be identical. They have to be
reasonably compatible however. Are any problems anticipated with regard to the
following? If so, what strategy – including discussing the issue openly with staff – will
ensure compatibility?
Checklist
Are our policies
Area of Potential compatible? Compatibility Strategy: how will we
Conflict ensure these do not become problems
Yes No
hiring policy
staff salary and
benefits, holiday time
and sick leave
staff supervision
staff meetings
collective agreements
role of volunteers
training
relationship between
volunteers & staff
employment equity
policies
commitment to cultural
diversity and
sensitivity
reporting lines
fiscal cycle
financial reporting by
staff and organization
use of equipment
Other

7. Who will do what to implement the strategies identified above?
Strategy Person Responsible for Implementation Time Frame
Remember it is better to take the time at this stage to plan the partnership.
Consider the time as an investment that will help you avoid problems down the road.

11. Ensuring Accountability
Accountability reflects people’s right
to know what agencies intend to achieve and
whether they have achieved their intentions.
Accountability obliges organizations

to demonstrate and take responsibility
for their performance in light
of agreed-upon expectations.
Purpose
This tool’s purpose is to emphasize the importance of accountability within a partnership.

It discusses the idea of accountability and provides some ideas for enhancing
accountability. As partners decide upon a mechanism for ensuring accountability, they can
then built it into their management system and their Partnership Agreement.
What is Accountability?
Accountability is not a process of assigning blame and punishing

wrongdoing or other inadequacies.
Accountability is an opportunity to demonstrate achievements and

responsibility.
To be accountable is to be responsible for one’s actions.
Accountability means saying “I lost it” rather than “it was lost”, or
saying “I found it” rather than “it was found.”

Effective accountability is based upon five principles.
How will you embed this principle in

Principles
your partnership?
Clear roles and responsibilities. In an accountable
relationship, partners’ roles and responsibilities
should be well understood and agreed upon. This
clarity is key to an accountable partnership. What is
each partner’s role? What are its responsibilities?
Clear and realistic expectations. Expectations have
to be clear, reasonable and realistic. You cannot be
expected to achieve something – and be responsible
for achieving it – if it is entirely unrealistic. Are the
partners’ expectations reasonable and realistic?
Expectations balanced with resources.
Expectations need to be realistic relative to the
resources (authority, skills and funding) available to
each partner. A partner likely cannot achieve its
objectives if it does not have adequate resources for
doing so. Do you have the resources that you need to
do the job?
Credible reporting. Credible, useful and timely
information should be provided in order to
demonstrate what has been achieved. Reporting can
be ongoing, periodic or both. How will you report on
your activities and accomplishments?
Reasonable adjustment. After reviewing their
performance relative to expectations, partners
should be prepared to learn from the review and to
adjust their activities and their partnership
accordingly. If you did not achieve your objectives,
why not? This is a matter of “closing the loop.” How
will you implement what you have learned?

To whom are you accountable?
Accountability implies a contract – between clients and service providers, between funders
and service providers, between partners providing a service and between a partner and its
own Board of Directors. Each has rights, responsibilities and obligations for which they
are accountable.
Accountable
Accountability Indicators
to …
• clients
• funder
For achieving the program’s program statistics on services provided and
• Board of
objectives accomplishments
Directors
• community
• funder
financial records supported by appropriate
For program expenditures • partners
receipts
• Board of
proper signing authorities
Directors
fulfilling the responsibilities identified in the
For being part of a team • partner
Accountable for What?
In a partnership, the partners are accountable for achieving their objectives. Objectives,
therefore, should be specific, practical and measurable. Otherwise how will you know what
you intend to achieve and whether you are achieving it?
We want to be accountable for results not activities. Objectives should be

Being busy is not good enough. Objectives, SMART, i.e.
therefore, should focus on outcomes and results Specific
rather than activities. They should state Measurable
Achievable
specifically what you will achieve rather than how
Realistic
you will work or what you will do. Because you will be
Time-Targeted
held accountable, your objectives had better be
SMART.

Which of the following is a well-stated objective and why?
Our objective is:

twenty-five single parent families with improved parenting skills.
to provide lessons in parenting skills to single parent families in the city.
How will you know when you have achieved these two objectives?
Partners are also accountable for their expenditures and financial management practices.
Being accountable means being able to answer each of these questions:
How much did we spend?
On what did we spend the funds?
Are all the expenditures properly authorized, in accordance with the agency’s
standard practices?
Do we have receipts for all the expenditures?
Did all our expenditures respect the contract’s terms and conditions?
What did we achieve as a result of these expenditures?

Accountability Reporting
We now know both to whom we are accountable and for what we are accountable.
Accountability requires agencies to report on their activities. At a minimum, the report
should answer these three questions:
did we do what we were supposed to do?
did we do it how we were supposed to?
did we achieve what we were supposed to achieve?
if we did not achieve what we said we would, why not?
what will or should we do differently in the future?
How to report?
Your agency can report in any or all of the following ways. “How” will depend on your own
requirements defined by the funder, by your own organization and by your partner’s
organization.
(a) regular progress reports
(b) monthly, quarterly or annual financial reports
(c) a year end (or project end) report on activities, accomplishments and shortcomings
including a section on what should be done differently to improve the situation in
the future
(d) client satisfaction surveys
(e) a program review or evaluation
You probably will want to share these accountability reports with your Board of Directors,
funders and staff. You may want to make the report available to clients and the public,
particularly if public funds went into your partnership.

12. A Model Partnership Agreement
Purpose
Partnerships present certain challenges. It can be difficult to work

together when partners have very different organizational cultures,
mandates, priorities or practices. Personality, language and cultural differences can all
complicate the partnership.
A Partnership Agreement is like a rule book or a guide book. It defines how partners will
work together. It can be used to outline who will responsible for what, who will report to
whom, how services will be provided, how decisions will be made, how the funding will be
shared, etc. It is not legally binding but it might offer some measure of legal protection if
a partner became involved in a law suit.
This tool includes two model Partnership Agreements that organizations can use when
entering into a relationship. The first Agreement would work best for partnerships of
limited duration that do not involve very much funding. The second model is much more
detailed and could be used for more complex, long-term partnerships that involve a
significant amount of funding. Agencies using this tool will want to modify the agreements
so they better suit their own particular needs and circumstances.
Partners could attach their Agreement either to their funding proposal – to indicate how
well prepared they are – or to their contract with the funder in order to clarify who will
be responsible for what.
Model 1 – for Partnerships with Limited Scope
For partnerships with a very small budget and a limited mandate, a simple Letter of
Understanding can establish the ground rules. This letter could identify – simply and
briefly – who is involved, the partnership’s purpose, a statement of who is responsible for
what and an outline of how the funds will be distributed among the partners.
One example is given on the following page. The partnership involves two agencies –
Vancouver First and Community Building Services – who are co-hosting a two-day
conference providing training in building and sustaining effective partnerships.

Letter of Agreement, May 8, 2001
Our agencies, Vancouver First and Community Building Services, have committed to work
together as partners. Our goal is to organize, host and facilitate a day-long workshop that
will provide partnership training to not-for-profit agencies operating in British Columbia.
The workshop will take place on May 31, 2001.
Vancouver First will be responsible for:

(a) securing funding for the workshop (d) issuing a press release on the workshop,
and for the project’s financial giving appropriate credit to both host
administration; organizations; and
(b) facilitating the workshop; (e) preparing a final report on the project
(c) recording the workshop and providing copies to the funder.
proceedings;
Community Building Services will be responsible for:

(a) securing meeting space for the charts, projectors and other
workshop; equipment is available as required;
(b) ensuring that the meeting space (c) identifying and inviting
is appropriately arranged on the participants; and
day of the workshop and that flip (d) providing refreshments and other
logistical support as required.
The project’s budget is $5,000. Vancouver First will receive $2,000 and Community
Building Services $3,000 to cover all the expenses associated with their responsibilities.
The Executive Directors of the two organizations will together, by consensus, finalize the
invitation list and be responsible for all other management decisions.
Signed:
Executive Director Executive Director

Vancouver First Building Community Services

Model 2 – For More Complex Partnerships
Partnerships with a larger budget, a fuller mandate and a longer life span should be guided
by a more formal Partnership Agreement. This should identify:
who is involved and why they are roles and responsibilities;

working together; organizational structure and
the partnership’s vision, goals and reporting relationships;
objectives; financial administration;
the relationship among the dispute resolution; and
partners; termination.
Senior people with each partnering organization should sign the Agreement and share it
with their funders and staff.

1. Introduction
The following represents a Partnership Agreement between (legal name and address of
each partner). The Agreement’s purpose is to clarify our relationship thereby enabling us
to work together in a cooperative manner.
The partnership will be for the period from (begin date) to (end date). The Agreement
may be modified at any time if both partners agree to the changes.
We have chosen to work together, as partners, rather than separately because:

funding is conditional upon partnering.
to achieve administrative savings.
to provide better service to clients.
to learn from each other.
other:
2. Vision, Goals and Objectives
As partners, our vision for this project is:

A vision describes what you want to see in place some years down the road. It is a
picture of the future.
As partners, our goal for this project is:

If a vision paints a picture of the future, the goal identifies what it will take to
make the vision a reality. A goal is a broad statement of what you want to achieve.

Objectives should be
As partners, our objectives for this project are:
SMART, i.e.:
Objectives should be specific, measurable and Specific
practical so that you know what you want to achieve Measurable
and whether you are achieving it. They should focus Achievable
on outcomes and results rather than activities, i.e. on Realistic
what you will accomplish rather than on how you will Time-Targeted
work or what you will do.
We will measure our progress toward these goals and objectives – and we will evaluate our
success in achieving these – on the basis of the following indicators. (“Indicators” are
measures that we can use to determine whether or not we have achieved our objectives.)
Objectives Indicators
Sample objective: improved parenting skills • number of parents involved
among 30 young single parents at risk of child • number and range of activities offered
protection intervention • fewer interventions through the course of a
year by the Ministry of Children and Families
•
3. Relationship
This section will help to ensure that each organization understands the other and is
prepared to accommodate whatever differences may exist in their respective
organizational cultures.
(Name of each partner) are distinct organizations each with its own vision, mandate,
priorities, organizational culture and operational practices. We recognize that these
differences can create conflict in a partnership. Therefore we want to identify both our
differences and the measures we will take to minimize their impact.
(The following are examples of differences that could exist within a partnership and of
the measures the partners could take to minimize the impact of these differences.)

Differences
one organization has more formal reporting systems for staff than the other does.
one is strongly committed to political action and advocacy and the other to political
neutrality.
one employs formal accounting practices and cannot modify these for any program
in which it is involved, while the other operates more informally.
one serves all people while the other focuses on a particular cultural community.
other:
Measures we will take to reduce the impact of these differences:

the partners’ Chief Financial Officers will define a process for financial reporting.
the contract holder will prepare a consolidated revenue and expenditure statement
clearly identifying which agency will receive what funding for which purposes.
staff or volunteers will report to supervisors within their respective organizations
and will continue to receive all the monetary and other benefits associated with
their respective organizations.
the two partners will explore the potential to learn from each other’s experiences.
The partnership will support such training as is required to ensure its effective
operations.
other:
4. Roles and Responsibilities
Describe who will do what in the partnership, who will be responsible for what, who will
report to whom and how the partnership and its activities will be managed. For example:
who will sign the contract with the funder?
who will prepare program reports for the funder? Will the other partner or the
Management Committee review these reports prior to their being given to the
funder?
who will prepare financial reports for the management committee and the funder?
who will pay the bills? How will invoices be submitted? What documentation is
required before invoices are paid?
who will provide office space and equipment?

how will staff or volunteers be selected? Who will hire and train the staff? Who
will supervise them?
what role with volunteers play in the project? Who will organize, train and
supervise the volunteers?
how will volunteers and staff relate to one another?
will there be a Management Committee and, if not, how will the partnership and the
program be managed?
if there is a Management Committee, who will be on it? How often will it meet?
Where will it meet? Who will chair the meetings? What will its responsibilities be?
how will the partnership and the program be evaluated? By whom? When?
The more detail you include, the less opportunity for misunderstandings.
5. Organizational Structure and Reporting
It is always useful to include an organizational chart indicating who is responsible for what
and who is reporting to whom. The “org chart” does not have to be complicated.
policy & program direction

budget & funding issues
staff selection
membership? program evaluation
partnership issues & conflict
contract mgmt.
staff supervision
community dev’t
budget & financial
activities
administration Program Manager
operations Public Relations
Staff & Volunteers direct service to

clients

6. Financial Administration
Differences often arise about money and expenditures. Therefore it is useful to include
the following in order to minimize the risks to each partners.
The contract with the funder will be signed by (name of contract holder) on behalf of the
partnership. The total amount of the contract is (amount provided for in the contract).
Funding within the partnership will be distributed roughly as follows.
Total Budget Amount, Amount,

Budget Item
($) Partner 1 Partner 2
Personnel
Management
Supervisors
Staff salaries & benefits

Expenses associated with
volunteers
Total personnel
Expenses
Staff/volunteer training &
development
Travel
Management Cmtee. mtgs.
Space rental
Furnishings & equipment
Supplies
Upkeep & maintenance

Management Administration
fee
Other
Total expenses
PROJECT TOTAL

The partners recognize that the contract holder bears the most significant legal and
financial risks in this relationship. For sake of clarity, the partners affirm that each:
is an independent organization acting together only within the terms of this

Partnership Agreement;
cannot be directly responsible, beyond the reporting terms identified above, for
the expenditures or actions undertaken by the other;
will establish time records and books of account, invoices, receipts and vouchers of
all expenses in accordance with standard accounting practices;
will permit the funder, at all reasonable times, to inspect, review and copy all time
records and books of account, invoices, receipts and vouchers; and
will not, without the prior written consent of the funder, assign either directly or
indirectly, any responsibilities assigned under the Contract or this Partnership
Agreement to a subcontractor or other third party.
It is further agreed that:
the Management Committee is not the legal employer of staff;
consolidated revenue and expenditure forecasts will be prepared every three

months and will provide a framework for the project’s financial administration;
any expenditure of more than (dollar level) will require the approval of the
management committee;
the (name of partner) will receive (identify an appropriate percent, if applicable) of

total value of the contract to defray the costs associated with its administrative,
accounting and audit responsibilities;
the (name of partner) will receive (identify an appropriate percent, if applicable) of

the total value of the contract to defray its administrative costs.
the contract holder’s Chief Financial Officer will pay all invoices promptly, in
accordance with its standard procedures in this regard;
staff will be paid by their respective organizations in accordance with the

procedures in place for such purposes;

the project’s financial records will be audited by (name of auditor or accountant);
and
each organization’s conflict of interest provisions will apply to this project.
7. Dispute Resolution
The partners are committed to working in a cooperative manner and recognize that this
requires a commitment of time and energy. Where differences arise, the partners agree:
to address their differences in a timely, open and honest manner;
to attempt to resolve issues at the staffing level at which they occur;
to bring those issues which cannot be otherwise resolved to either a regular or a

special meeting of the Management Committee;
to consider whether to involve the funder in efforts to resolve the differences;

and
if appropriate, to engage an independent mediator or evaluator to assess the

partnership and/or the situation either when required or as part of a formal
evaluation.
8. Evaluation
As outlined in Section 4, the Management Committee will arrange for the project to be
evaluated in a professional manner, based on the objectives and indicators identified in
Section 2.
9. Dissolution in Cases of Dispute
The partners acknowledge that their relationship is no longer be viable and may be
detracting from their efforts to achieve the program’s goals and objectives. If such
occurs and the issues cannot be satisfactorily resolved following the process identified in

Section 7 above, the partners agree to dissolve the relationship, honourably and without
acrimony, following:
Management Committee discussion of the situation and of alternatives to the

current arrangements;
notice being served, in writing, to other members of the Management Committee

and to the funder; and
a transition period of (number of) months.
At termination the Management Committee will:
identify the partnership’s major accomplishments and acknowledge those people and
organizations who have contributed to these accomplishments;
determine how to inform people - both inside and outside the partnership – of the
decision to terminate;
document the partnership’s history and the lessons which can be drawn from its
operations;
recommend an appropriate alternative to the current partnership; and
select a time, place and event to celebrate what has been accomplished and to move
on.
10. Dissolution
At project completion, the partners will prepare a final report on their partnership. It will
include the following.

Partnership Final Report
Issues To be completed by the partners:
When was the partnership •
initiated? What were its goals and •
objectives? •
What were the partnership’s major •
accomplishments? •
•
Who contributed to these •
accomplishments? •
•
What lessons can we learn from the •
partnership’s successes? •
•
What lessons can we learn from the •
partnership’s shortcomings? •
•
At dissolution, the partners will:
inform the funder, in writing;
provide copies of the final program and financial report to the management
committee, funder and others as appropriate;
organize the files and other records so the project and partnership’s history is not
lost;
inform all stakeholders, including Boards of Directors, staff and clients as

appropriate; and
host a “moving on” celebration for partnership staff, managers and funders.

11. Signatories
Signed this day of , by:
on behalf of (name) (funder)
on behalf of (name) (contract holder)
on behalf of (name) (other partner)

13. Legal and Liability Issues
Purpose
Partnerships are most often created with the best of intentions:

to better serve the community, to build relationships, to mentor
and to learn. But “best intentions” alone are not sufficient to
protect agencies from the legal liabilities that could arise when things go wrong.
The purpose of this tool is:

(a) to identify some of the legal and liability issues that may arise in a partnership;
and
(b) to identify some measures for reducing your risk and limiting your liability.
Importantly, however, if your organization has any concerns in this regard, it would be
best to consult a lawyer.
Overview
In a partnership, your organization – and its Board of Directors – could be at least partially
liable if your partner’s activities result in a law suit. Additionally if your partner’s actions
generate a law suit and your partner then dissolves or disappears from the scene, you
could be fully liable for its actions.
What actions – or omissions – could result in a law suit?
sexual harassment by or of staff

discriminatory actions
wrongful dismissal
negligence in carrying out one’s responsibilities
failure to act in a professional manner
misappropriation of funds

“An Ounce of Prevention …”
Unfortunately there is nothing you can do to fully protect yourself against a law suit.
What you want to do is minimize your risk by ensuring, first, that you have appropriate
policies in place and, second, that your staff are well trained and understand the need to
act in a professional manner. Keep in mind that the best action is prevention!
You can reduce the risk of liability and law suits with the following.
If your organization relies on volunteers, consult the publication Volunteers & the
Law prepared by the People’s Law School in Vancouver (2000). It is available from:
The Law Foundation of BC
1340 – 605 Robson Street
Vancouver, BC V6B 5J3
Telephone: (604) 688-2337
Email: lfbc@telus.net
Ensure your organization has access to a lawyer who can advise you when need be.
Perhaps there is a lawyer on your Board who is willing to help in this way.
Subcontract rather than partner with the other agency. Lawyers like this approach
because it may limit your liability. However in most case it will not be a practical
alternative for agencies who want to work together as equals.
Make sure that both you and your partner have appropriate and adequate liability
insurance. Your agency should also have liability insurance for members of its
Board of Directors since they can be held personally liable. You may have to include
this cost in your funding proposal.
Ensure that your partner is reliable and professional, and has a track record that
allows you to be reasonably confident that nothing will go wrong. You may want to
“start small” and let your first partnership with this organization be limited in
scope. As you grow more confident of each other’s professionalism, you can expand
the scope of your joint activities.

Have clear policies and procedures for staff and volunteers. The policies should
cover areas such as privacy and confidentiality, sexual harassment and performance
standards. Where appropriate, staff should be obliged to respect practice
standards and the code of conduct of their own professional association.
Ensure that your hiring policies are clear and are respected within the partnership.
Ensure that the partnership has appropriate means for ensuring financial
accountability. Ensure that expenditures are approved and receipts provided.
Provide staff and volunteers with training. Make sure they know what they can and
cannot do as part of their job. In some cases if they are working with children,
make sure they understand they have a legal responsibility to report cases of
suspected abuse. You may also want – or be obliged to – conduct criminal record
checks on staff who work with children or other vulnerable groups.
Have a clear Partnership Agreement that identifies who is responsible for what and
how the activities will be carried out.

14. Effective Internal Communications
Purpose
The purpose of this tool is to assist partners achieve honest, open

and effective communications within the partnership.
Every partnership should agree to a formal process for ensuring effective internal
communication. In addition, partnerships should pay close attention to how they
communicate informally, referred to below as verbal communication.
This tool provides tips for both formal and informal communication.
1. The Importance Of Effective Communications In A Partnership
2. Tips For Ensuring An Effective Internal Formal Communications Process
3. How To Develop An Internal Communications Plan
4. Tips For Ensuring Effective Informal (Verbal) Communication

A. Communication Barriers
B. Checklist of Do’s and Don’ts
C. Communications Skills Chart

1. The Importance Of Effective Communications In A Partnership
Effective communication is important in a partnership because it:
Keeps people informed about what is going on
Establishes trust
Creates a more productive environment
Promotes a more friendly and satisfying working relationship
Avoids conflict
Enhances commitment to the partnership
Helps partners achieve their objectives
Leads to providing better service
Open, honest, direct and positive communication

is critical to the success of the partnership

2. Tips For Ensuring An Effective Internal Formal Communications
Process
Every partnership should identify a formal internal communication process to ensure

information is effectively communicated within the partnership.
To ensure an effective internal communication process that will support the partnership,
the following should be considered:
Establish a communication plan and process. Good communication among partners

does not happen unless there is a plan in place and a process has been identified to
support the communication.
Identify who is responsible for communication between the partners.
Develop an internal communications plan. (See Section 3 below for steps in

developing a communications plan.)
Identify what information needs to be shared and with whom.
Keep information limited to what is needed, when it is needed and given to who need
it.
Identify when information is to be shared (daily, weekly, monthly, etc.)
Select the best methods for sharing information. For example, when is written
communication to be used and in what format, when are electronic methods most
appropriate, and when is face-to face communication essential.
Document results of meetings- what has been agreed to and what decisions are
required.
Develop a mechanism to obtain feedback and input from staff and volunteers
through out the organization.
Be honest, open and flexible with the processes and methods selected.

3. How To Develop An Internal Communications Plan
Outlined below are the elements of an internal communication plan. Note that these
elements are similar for developing a communications plan directed to external audiences.
Analyze the Situation
Clarify if there is an atmosphere of trust.

Determine if there are unresolved issues.
Determine who should be responsible to ensure the communication takes place.
Set Communication Objectives
Clarify the overall purpose of the communication.

Define what you want your communication to achieve?
Know your Audiences
Define the individuals and groups you want to reach.

Know your audiences in terms of their general characteristics, attitudes, and
influence.
Identify Key Messages
Identify the information that different audiences need.

Develop clear messages for these audiences – you want to make sure you are
reaching the right individuals with the right messages.
Develop a Communication Strategy
Determine what your overall communication strategy is to be, e.g., is it to be formal

or informal, ongoing or short term, proactive or reactive?

Identify Communication Activities
Determine which methods you are going to use to get your messages to the
audiences. These may include: face to face communication such as meetings and
information sessions; teleconferencing; memos, documents or newsletters; bulletin
boards; or e-mail and internet.
Choose the method which is most appropriate for the information and the audience.
Prepare a Budget
Internal communications take time and resources and need to be included in budget
considerations.
Do an evaluation- Did it Work?
Assess whether your communication strategies are working and whether the right
information is reaching the right audiences at the right time.

4. Tips For Ensuring Effective Informal (Verbal) Communication
The following outlines tips to ensure effective verbal communication among partners.
Many misunderstanding arise because of what we say and how we say it. We first need to
recognize the barriers to effective communication before we can understand how to deal
with them and what skills we require for effective communication.
A. Communication Barriers
A communication barrier is something that prevents us from understanding the meaning of

what is being communicated. We assume that the meaning we intend is the same for the
person that hears our meaning. However, this is often not the case for many different
reasons. Different cultures have different ways of communicating. Also, the tone we use,
body language and facial expressions can become barriers to effective communication.
The speaker, the person giving the message:
Is not clear.
Seems uncertain and gives an ambiguous message.
Uses words that are not concise.
Uses words that may have different meanings to different people. Cultural
differences play a large role here.
Uses different non-verbal cues that have different meanings. For example, eye
contact in one culture may be regarded as being impolite, but in another is regarded
as respectful.
Confuses the verbal message with contradictory non-verbal clues such as facial
expression, vocal expression, posture, gesture or actions.
Gives a message that is judging or blaming.
Gives a message that is patronizing (talking down).
Gives a message that is defensive.

The listener, the person receiving the message:
Is distracted.
Hears through his/her own “filters” that distort much of what is being said. These
filters include judging, jumping to conclusions, or avoidance.
Is dismissive or ignores what is being said.
What other barriers to communication have you experienced?

B. Checklist of Do’s and Don’ts (for effective verbal communication)
To communicate effectively, you should:
Speak clearly and avoid jargon. Come to an understanding of common terms

When groups come together from different cultures and use different languages,
this compounds communication problems.
Mean what you say.
Avoid being defensive, judging, blaming, patronizing (talking down), and placating
(agreeing with everything, but not meaning it).
Encourage openness, flexibility and cooperation.
Avoid conflict or de-escalate any conflict that may arise.
Promote a positive approach.
Look for common ground or shared understanding.
Acknowledge the other person’s point of view.
What other ways do you ensure effective communication?
Remember to use both your speaking and listening skills.

When speaking - we are attempting to convey to others our meaning of a situation,
thought, feeling or attitude in a clear and concise manner.
When listening - we listen to understand.
Empathy is what we are striving for. Empathy is being able to listen to understand
another person’s experience. It means being able to translate into verbal skills the
speakers willingness, openness and understanding of the other person’s experiences.
Say what you mean and mean what you say.

At the heart of effective communication is trust.

C. Communication Skills Chart
(Taken from Conflict Resolution, Tenth edition July 1999 Centre For Conflict Resolution,
Justice Institute of BC.)
This chart sets out various verbal communication skills that can enhance a partnership.
(While this skills chart has been developed from the basis of the dominant culture, it may
be helpful to a wide range of different cultural groups to assist them in understanding and
communicating in the dominant culture.)
SKILL PURPOSE WHAT TO DO EXAMPLES

“What do you mean
Clarifying/questioning Get more information Ask questions
when you say…?
Reflect message in “So what you’re saying
Paraphrasing Check understanding
your own words is…
Check knowledge and Reflect the feelings
“You seem very
Acknowledges feelings understanding of from speaker’s words
upset…”
feelings and manner
Reflect your
Show understanding of “You feel hurt by…”
perception of
Empathizing speaker’s
speaker’s feelings and
meaning/feeling
meaning
Pull together key “Let’s see what we’ve
Summarizing Recap major points
issues covered…”
Describe your
“I” language Express your own “My experience has
experience without
feelingsٛ/thoughts been…”
judgement
Descriptive language Describe the behaviour “When you walked

Describe the situation
that is part of the away, I…”
– do not judge
conflict

15. Promotion and Public Relations
Purpose
The purpose of this tool is to provide partnering agencies with an

understanding of the importance of public relations to enhance the
partnership activities in the community and to gain credibility and
support from the community and funders.
Promotion is important to the partnership in that it provides an

opportunity for the partners to be recognized for their efforts and
contribution. It provides an opportunity for partners to do joint publicity and obtain an
equal share of the credit.
For more information on publicity refer to The Publicity Handbook, Health Canada, 1997.
This tool addresses the following issues:
1. Why Is Promotion Important To The Partnership?
2. Tips For An Effective Process For Promotions And Public Relations
3. What Is Involved In A Publicity Plan?
4. Tips For Making Publicity Successful
5. What Are The Different Types Of Publicity?
6. Tips On Effective Media Interviews
7. Sample News Release

1. Why Is Promotion Important To The Partnership?
Positive publicity can bring an organization or partnership a great deal of benefit. On the
other hand, negative publicity can be detrimental to the reputation of the partnership and
each organization.
Promotion provides an opportunity for partners to engage in joint efforts to gain support
for their initiative, and profile for the partnership. It provides an opportunity for partners
to be recognized for their contribution to the partnership.
Promotions helps the partnership:
Establish credibility.
Market your initiative to potential clients
Gain support of various target audiences and the community.
Heighten the profile of all partners involved. It can also provide an opportunity for
a smaller organization to obtain recognition for their efforts and contribution to
the partnership.
Raise funds to support the project by attracting grants, donors, other partners.
Attract volunteers and support from other individuals, organizations or businesses

in the community.
Advocate for change.
Recognize funders.

2. Tips For An Effective Process For Promotions And Public
Relations
To have effective promotions and publicity, it is important to develop and establish a

process. The following should be considered:
Identify who is to be the official spokesperson for external communication. One

person should be designated with a back-up. Partners should identify which partner
is to be the spokesperson.
Develop a publicity plan. Publicity and promotion need to be planned. See Section
3 below for elements of a Publicity Plan.
Ensure that you have a process to deal with critical issues as they arise. Issues
management is needed to ensure the credibility of the partners. If a mistake has
occurred, always admit the error, express regret and identify the course of action
being taken to correct the situation.
Ensure that a process is in place to obtain approval from partners and funders on
the publicity and promotions to be implemented.
Ensure that issues of confidentiality are respected and that consents are obtained
in personal stories are used in the publicity.
Determine how partners and funders are to acknowledged and recognized in the
publicity.

3. What Is Involved In A Publicity Plan?
Publicity is not a last minute affair. It takes time and careful planning. A publicity plan
needs to flexible and dynamic and altered as circumstances change.
A publicity plan should answer the following five basic questions:
WHO are you trying to reach? Know your audience(s) before you develop any publicity
strategies.
WHY do you want to reach them? Is it to create greater awareness, increase membership
or clients, obtain financial support, recruit volunteers, change policy or a combination
of goals?
WHAT is the single most important idea you want to put across to your target audience?
What are the other key messages you wish to communicate? You need to develop specific
messages for specific purposes to the specified target audience.
HOW are you going to communicate? What is your publicity strategy? What are the
publicity activities to be carried out?
WHEN will you carry out your publicity activities? Timing and sequencing are important
factors to consider. Will your audience be available? What other competing publicity
is going on at the same time?

4. Tips For Making Publicity Successful?
What do you need to do to ensure that your publicity is successful?
Develop a budget.
Seek out key individuals in the community who have influence and can assist.
Recognize that publicity is an ongoing effort, not a one-shot deal.
Recognize that media are not the only source of publicity. Informal networks are
critical. There are many individuals, groups and organizations in the community
that can assist in your publicity efforts, e.g., community centres, churches, service
clubs, libraries, businesses including printers, stores, restaurants, shopping malls,
etc.
Maximize the use of free publicity sources, e.g., public service announcements.
Use data to support your messages such as statistical information that illustrates
the magnitude of a problem.
Use facts. Information must be accurate.
Include a human-interest focus or link your publicity to a community concern/issue.

Ensure you have consents when using personal stories.
Communicate in clear and simple language.
Show passion and enthusiasm. The tone and impression your publicity leaves with
your audience contributes to its success.

5. What Are The Different Types Of Publicity?
There are a number of key categories of publicity:
Written materials:.fact sheets, news releases, feature stories, articles, media kit
Interviews: print, radio, and television.
The ethnic media and community press are key sources.
Events: press conference or special event where media attends, meetings, workshops,
discussion groups, etc.
Electronic: video, web site
People: Leaders in the community, influencers, clients, board members, elected
officials, etc.
The following outlines a number of samples of different types of publicity.
FACT SHEETS
Gives the reader some basic information and background about who you are and
what you have to offer. It is usually one page.
NEWS RELEASE
A news release is a newsworthy item; it is not an announcement.

The heading should capture the major event or issue.
The lead- opening line should grab the reader’s attention.
The first few sentences should state in brief what, who, when and where, if
applicable. It should use action words.
The body of the news release should provide background information on the event,
issue or organization.
Use selected quotes that give more credibility to your story.
See sample new release in section 7 below.
FEATURE STORY
Link your story with a broader issue or concern in the community.

Find a human-interest side of the news.
Catch the readers’ attention with an opinion and build to a strong surprising close.

A story helps to show that your organization or project is made up of real people
and this helps create a positive image.
MEDIA KIT
Helps reporters report on your story more accurately.

It contains the following:
• A fact sheet about the issue for which you are seeking publicity.
• New release about your initiative.
• Brochure on your organization.
• Name of your organization, address, phone numbers and contact person.
Any other information that would further support your case – photos, or other
recent clippings.

6. Tips On Effective Media Interviews
Develop a relationship with the media.

Remember, nothing is ever ‘off the record”.
Do’s
Call back when you promise
Prepare for the interview
Be polite and helpful.
Be truthful
Stick to the facts, do not express personal opinions
Put your story or issue in context
Be confident – stick to what you know
Be in control. If you are uncertain about an answer, repeat the question, change it
slightly to give yourself time to think and make the point you want to get across.
Have an agenda. Keep returning to your key messages. Give examples to elaborate
on your key messages. Don’t stray from them
Stick to the issue
Be on guard. Everything is on record
Come across with feeling (but be rationale)
Express your appreciation and thanks
Don’ts
Don’t lie
Don’t be defensive
Don’t lose your temper
Don’t threaten
Never answer a hypothetical question – only deal with real situations
Don’t feel pressured to respond to questions that you do not feel comfortable
answering
Don’t use jargon, abbreviations or complicated language
Don’t hesitate to rephrase a question if you think it is incorrect

7. Sample News Release
Successful Partnering Means The Mouse Is On The Elephant’s Trunk And Not
Under Foot.
Small non-profit organizations across BC will gain knowledge on how to partner successfully
with larger organizations. Thanks to INVOLVE BC, Ministry of Community Development,
Cooperatives and Volunteers, Multiculturalism BC, Canadian Heritage, the United Way of
the Lower Mainland and the City of Vancouver, training in successful partnering will be
provided through a series of workshops throughout the province.
MOSAIC, a non-profit society that supports immigrants and refugees and Nisha Family
and Children Services Society, a non-profit society serving disadvantaged youth,
individuals and families have taken the lead in establishing a Collaboration Roundtable of
volunteer agencies seeking to reach out to small and ethno-cultural organizations to assist
them in improving their partnership relationships.
As a result of this Collaboration Roundtable workshops on successful partnering will be

held in Vancouver, Victoria, Prince George, Kamloops and Cranbrook.
“The purpose of these workshops”, said John Coward of Nisha Family and Children
Services Society, “ is to provide practical training and build a partnership tool kit to meet
the needs of small or ethnocultural organizations wishing to sustain effective
partnerships.”
“Our aim”, added Eyob Naizghe, Executive Director of MOSAIC, “ is to show how
responsibility, power, visibility and credit can be equitably shared when small, volunteer-
based organizations partner with large and more professional organizations. We want to
ensure that small ethnocultural organizations avoid being absorbed and assimilated when
working in partnership with large mainstream and multicultural organizations.”
More information on the partnership workshops can be obtained by contacting Eyob

Naizghe of MOSAIC or John Coward of Nisha Family and Children Services Society.
-30-

16. Resolving Conflict
(The information below is adapted from Conflict Resolution, Tenth Edition,
Centre of Conflict Resolution, Justice Institute of BC.)
Purpose
The purpose of this tool is to provide partnering agencies with an understanding of

strategies and processes for resolving differences and alleviating conflict within a
partnership.
While some conflict may be positive, allow for airing of views and build new
understadnings, conflict can be detrimental to a partnership.
Outlined below are tips for resolving conflict informally. All partnerships should have a
formal process in place to resolve conflicts that cannot be dealt with on an informal basis.
This tools addresses the following issues:
1. Types Of Conflicts
2. How Power Affects Conflict?
3. Tips For Resolving Conflict Informally
4. Formal Process For Resolving Conflict

1. Types Of Conflicts
It is important to understand the types of conflict that exist to assist in resolving the
conflict.
Types of Conflict Sources of Conflict
Misunderstandings, assumptions, lack of

Communication conflicts
information, misinformation; different languages
Poor processes, inappropriate structures or
Structural conflicts
systems, time constraints
Stereotypes, fear, distorted perceptions,
Relationship conflicts unrealistic expectations, use of power,
male/female differences; personal conflicts
Interest conflicts Differences in needs, interests and preferences
Opposing beliefs, views, values or philosophies.

Value conflicts This can stem from cultural differences of
individuals or groups; cross cultural conflicts
Can you identify any other types of conflicts?
Understand the possible types of conflict will help you recognize when conflict is
occurring. There may be warning signs, such as missed meetings, low morale, activities
being delayed or not finished, etc. What other warning signs are you aware of?

2. How Power Affects Conflict?
Power can be defined as the degree to which we are able to advance our own goals
and influence others.
Power is largely a matter of perception - how we perceive our own power and how
our power is viewed by others.
Power is dynamic rather that static in that power relationship between people in
conflict shift throughout the conflict.
Power can be used constructively to lessen conflict or destructively to increase
conflict.
If You Recognize You Have More Power – What Can You Do?
Select a location most comfortable to other party to work through the conflict.
Share resources that you have such as information, expertise.
Be willing to listen to the other party first – genuinely listen.
Speak in a friendly, welcoming and open manner.
Do not intimidate or retaliate.
Respond non-defensively.
Seek a “level playing field” so that the process feels fair to both parties.
Back off from your position and be willing to look at a variety of ways to meet the
needs of both parties. Look for alternatives.
What else can you do?
If You Believe You Have Less power - What Can You do?
Find ways to increase your own power and influence and lessen your dependence on
the other party’s source of power.
Identify your own resources and skills.
If timing affects the balance of power, consider waiting for a time that may work
better.
Bring the power imbalance into the open and discuss it with your partner.
Assert yourself and continue to keep your interests on the table, while continuing
to listen and acknowledge the other party’s interests.
If asserting yourself results in the other party exerting his or her power over you,
shift temporarily from a focus on your own interests to a focus on the other party’s
interests.
Ask an outsider to assist, if you cannot deal with it on your own.
What else can you do?

3. Tips For Resolving Conflict Informally
1. All attempts should be made to resolve conflict informally.
2. Any conflict that arises should be resolved in a timely manner.
3. It is important to recognize that different individuals and groups have different ways
of dealing with conflict. Some groups deal with conflict by avoiding it and removing
themselves from the situation.
1. The following outlines ways to deal with specific types of conflict:
Conflict type Ways to resolve
Communication - define terms

- clarify assumptions
- check interpretation of information
Structural - design process to satisfy both parties

- adjust timelines and deadlines
- analyze the context of the conflict
Relationship - show concern for others point of view

- remain non-defensive / non-judgmental
- keep emotions in check
- check power imbalance
Interests - de-emphasize position

- look for common interests
- be ready to accommodate and compromise
Values - look for common goals/values

- acknowledge value differences
- show respect for differing value systems
What other ways are there to resolve conflict?

Both internal and external elements work together to resolve conflict.
The internal elements deal with how people think and feel about the conflict and each
other.
The external elements are the actions, words, and non-verbal messages given to others in
the process of resolving conflict.
Checklist of Internal Elements
Awareness – Are you aware of or your own and the other party’s perceptions,
feeling, values, beliefs, fears, concerns, assumptions, expectations with regard to
the conflict?
Readiness - Are you prepared to resolve the conflict? Are you sensitive to the
readiness of the other party? Is the timing right? Are you emotionally and
psychologically ready? Are you in a frame a mind that is ready to resolve the
conflict?
Understanding – Have you shifted toward a better understanding of the conflict?

This shift includes:
• Being open and willing to acknowledge the other person’s experiences
• Withdrawing judgement
• Seeking new information
• Allowing new information to influence you
• Being able to accept differences
• Looking for and building on similarities and common ground
Reflection – Are you able to absorb all that has gone on and to step back and look
at the “big picture”? The purpose of reflection is to learn from the conflict and
gain skills and abilities to deal effectively when a new conflict arises.

Checklist of External Elements
Initiating - Have you taken an action to approach the other party for the
purpose of resolving the conflict?
• Initiating involves a certain amount of risk.
• Be responsive to the other person’s readiness and reaction to your
approach
• Check the style of your approach. Being assertive may cause
defensiveness. This should be balanced with empathy
Framing – Have you described the conflict in a way that would promote a more
collaborative climate and expand thinking?
• Shift from stating a position (e.g., I want or I do not want) to expressing
an issue or interest (e.g., I would like to discuss…)
• Depersonalize the conflict (e.g. you have caused a lot of problems with
the way you have restructured to this restructuring process is a difficult
one.
Exploring – Have you explored ways to reach a new understanding of the

conflict and the other party?
• Learn what underlies the dispute
• Understand the nature of the conflict
• Understand the knowledge, interests, needs, values and beliefs of both
parties
• Work through differences without judgement and blame
Closure – Have you changed the way you feel about the other party and resolved
the issues in the dispute? True closure occurs when both the “heart” and
“head” have let go of the conflict.

4. Formal Process For Resolving conflict
If informal processes have been unsuccessful in dealing with conflict, more formal
processes will need to be used. All partnerships should identify formal processes for
resolving conflict. This should be identified in the partnership agreement.
Formal process should include:
1. Collect the required information to deal with the conflict.
• Develop team building exercises.
2. Identify a person within the partnerships that has the skills to deal with conflict
situations. If such a person is not available, identify a person outside the partnership
to act a mediator. A third party may be more objective and effective. Determine if
your funder can assist.
3. Ensure the person selected is credible and approved by all parties to the conflict.
4. Document results of the mediation.
5. Communicate results to the partners to ensure there is agreement.

17. Dissolving Partnerships Honourably
Partnerships allow organizations to combine their resources and build
on their respective strengths. They allow organizations to
compensate for their weaknesses. They provide an opportunity to
learn from each other.
Partnerships usually come to an end at some time. Most often, they end because they have
reached their objectives or have gone as far as they can toward their objectives.
Sometimes they end because there is no longer funding to allow their work to continue.
Sometimes they end because the organizations are so different that they simply cannot
work together any longer.
At that time, partners have two choices:
(a) they can let the partnership simply fade away and disappear; or
(b) they can dissolve the partnership in way that acknowledges their accomplishments
and sets a foundation for working together again in the future.
Purpose
The purpose of this tool is to outline a process for dissolving a partnership in an

honourable way.
In cases of conflict …
1. The dissatisfied partner(s) should provide written notice of its (their) intention to
dissolve the partnership. The letter should outline its reasons in some detail
although it should attempt to be positive rather than acrimonious or bitter in tone.
2. The partners – or the funder if it is involved – should organize a special meeting of

the Management Committee to consider the notice. The meeting should take place
within one month of the funder receiving the letter identified above.

3. The Management Committee should explore whether there is any way to repair the
differences or any alternatives to dissolution. If not, the Management Committee
should establish a date – perhaps three months – when formal dissolution will take
place. It should also explore what service alternatives are available and can be
recommended. The partnership’s dissolution should not be allowed to hurt clients
or the community.
In all cases, regardless of whether there is or is not conflict …
As the partnership approaches its date for dissolution, the Management Committee
should:
identify the partnership’s major accomplishments and acknowledge those people and
organizations who have contributed to these accomplishments;
determine how to inform people - both inside and outside the partnership – of the
decision to dissolve;
document the partnership’s history and the lessons which can be drawn from its
operations;
recommend an appropriate alternative to the current partnership; and
select a time, place and event to celebrate what has been accomplished and to move
on.

The Partnership’s Final Report
Questions to be answered To be completed by the partners:
When was the partnership •
initiated? What were its goals and •
objectives? •
•
What were the partnership’s major
•
accomplishments?
•
•
Who contributed to these
•
accomplishments?
•
•
What lessons can we learn from the
•
partnership’s successes?
•
•
What lessons can we learn from the
•
partnership’s shortcomings?
•

Dissolution Checklist
Completion
Activity Responsibility Completed
Date
Dissolution letter sent to funder
Document how any assets are being

disposed of.
Prepare final report on partnership
Final report and financial statement

reviewed by management committee
Final report and financial statement

provided to funder and Boards
Final report shared with staff and

others as appropriate
Files organized so the partnership’s
history is not lost
Inform all stakeholders, including

clients if appropriate
Refer clients to other services if
need be
Host a “Moving on” celebration for
partnership staff, managers and
funders

18. Evaluation
Partnerships are about people and organizations working together
toward common goals. Evaluation is a tool for determining, first, how
well they are working together and, second, the impact and
effectiveness of what they are doing.
Purpose
This tool’s purpose is to outline the process for evaluating the partnership. It focuses on
“how” the partners are doing rather than on “what” they are doing. The tool will help
partners evaluate their own activities. In some cases however – for example when there
are controversial issues to resolve – the partners may want to involve an independent and
objective evaluator for this purpose.
Evaluation is a process for reviewing and assessing an organization, program,

activity or relationship. Evaluation helps organizations to understand what
has happened and to identify changes that may be needed. It also provides
partners with:
• an opportunity to speak openly about their relationship;
• the analysis that is required to think about the future;
• ideas for strengthening the partnership; and
• recommendations for change.

Basic Evaluation Questions
Every evaluation should address these fundamental questions:
Rationale – why did we decide to work as partners in the first

place? Is the reasoning still valid?
Impact – what has happened as a result of our working together,

as partners? What has the partnership’s impact been on our
programs, our organizations and our clients?
Goals – did we achieve our partnership goals? Did we achieve

what we expected to achieve?
Value – was the outcome worth the expenditure of effort and

other resources?
Alternatives – are there better ways of working together? If we

made mistakes, how can we avoid them next time?
Next steps – how will we use the evaluation findings?

Steps in Planning the Evaluation
Step 1: Identify why you want to evaluate the partnership.
Potential Reasons for Evaluation

to document our activities conflict in the as a foundation for
management committee further funding
conflict among staff to identify challenges to improve the program
funder requirement client concerns potential for other

partnerships
to learn from the
experience
What will you do with the evaluation findings, conclusions and recommendations:
share it with partners, use it to adjust the use it to plan further
funders and staff partnership partnerships

Step 2: Determine what questions you want the evaluation to answer. These
questions will generally be more specific and precise than those on the preceding page.
The following are examples of questions that could be asked.
Does each partner understand their roles and responsibilities?

Is there a fair division of responsibilities and resources?
Is the management committee working well, providing clear direction and making
decisions in a timely manner?
Does the project manager understand what his/her role is?
Do staff know what they are supposed to do and how they are supposed to do it?
Are staff and managers from the partnering organizations working well together?
Is training provided? Are there efforts underway to build a team?
How do the partners communicate with one another? On what issues have the
partners disagreed with each other? Is there a mechanism or process in place for
resolving differences?
What has the partnership’s impact been on each organization’s own operations and
organizational culture? What costs and benefits have resulted from the
partnership?
What is the partnership’s impact on clients and staff?
What are the partnership’s major successes? What are its major failings?
What are the partnership’s strengths and weaknesses?
Is the partnership helping the organization achieve its program objectives? Or is it
hindering its effort to achieve these objectives?
Does it make sense to work together as partners? Would the partnering agencies,
the funder and the clients be better off with or without the partnership?
Are there different or better ways – more cost effective ways perhaps – to
achieve the same goals and objectives?
What measures would strengthen the partnership?

Step 3: Develop a detailed evaluation plan.
An evaluation plan describes how the work will be done and when each stage will be started
and completed. The plan identifies:
what reports, documents and files will be examined;
whose views will be gathered, for example managers, staff and clients;
how will those views be gathered, for example through focus group meetings,
personal interviews, written questionnaires or some combination of all three;
how the information will be assessed and reported upon;
what opportunities the Management Committee will have to comment on the

findings, conclusions and recommendations before they are finalised; and
when each of the evaluation activities will be completed and when the final report
will be presented?

Step 4, Carry out the evaluation activities
The evaluation activities could include the following stages:
a) Meet with the project manager and Management Committee to review the
evaluation framework and workplan. Finalise these documents.
b) Review the program description and other file materials, including minutes of
Management Committee and staff meetings, program statistics and other
information, the Partnership Agreement and the funding contract.
c) Develop an interview guide and distribute it to those who are identified as key
informants, for example funders, managers, staff and – if appropriate – a sample of
clients. Make appointments to interview the key informants, either in groups or
individually as appropriate.
d) Analyse the documents and interview notes. Obtain clarification where required.
Prepare a table presenting the project’s findings by research question.
e) Prepare a draft final report and review with the project manager and Management
Committee. Identify preliminary conclusions and the range of potential
recommendations.
f) Consider the input from the Management Committee and project manager, and
incorporate this into the report as appropriate.
g) Develop the conclusions and recommendations, finalise the evaluation report and
submit print and electronic copies to the project manager.

Step 5: Using the Evaluation
At this time, the Management Committee should reconsider what it planned to do with the
evaluation report. It could:
share it with partners, use it to adjust the use it to plan further
funders and staff partnership partnerships

Appendix A, Glossary of Terms
Accountability: the obligation to account for your
responsibilities. Accountability is based on the assumption
that people want improved and more effective services. It
reflects their right to know what a government or agency
intend to achieve and whether they have achieved their
intentions.
Agreement: a mutual understanding among two or more individuals or groups.
Assessment: to review a particular situation to determine its benefit or value so that

decisions can be made on how to proceed.
Brainstorming: a discussion technique that encourages people to generate the maximum

number and variety of ideas without making any judgments as to their value, merit or
appropriateness.
Capacity building: increasing the ability and skills of individuals, groups and organizations
to plan, undertake and manage initiatives. The approach also enhances the capacity of
the individuals, groups and organizations to deal with future issues or problems.
Coalition: a temporary union for a special purpose of common cause.
Community Development: Community development is collaborative, collective action taken

by local people to enhance the long-term social, economic and environmental conditions
of their community. The primary goal of community development is to create a better
overall quality of life for everyone in the community.
Cost-Effectiveness: That generally answers the question “does the program offer good
value for the amount of money spent?” This takes into account financial management
and accountability, reporting, program delivery costs as well as program savings. Its
begs the question of whether there are alternate methods of delivering the program
which are more cost effective.

Culture: The sum of the language, customs and beliefs that are considered characteristic
of a particular group of people. Culture describes a shared manner of appearance,
behaviours, thinking and feeling.
Culturally appropriate: a term used to describe activities and programs that take into
account the practices and beliefs of a particular social or cultural group, so that the
programs and activities are acceptable, accessible, persuasive and meaningful.
Evaluation: a formal review process to determine whether goals or objectives have been
met, or whether the activity or program is working as intended.
Liability: Legal responsibility for a particular act or event and all the consequences that
flow from it. If a person is liable, he or she must usually pay financial compensation to
anyone who is injured or suffers a loss because of the act or event.
Merger: the legal consolidation of two or more organizations into one entity.
Partnership: a relationship where two or more parties, having common and compatible
goals, agree to work together for a particular purpose and/or for some period of time.
Non-Profit Organization: an organization is nonprofit if it is organized for an

educational, charitable, cultural, religious social or athletic purpose. A nonprofit
organization can be in business and make money, but any profits must be used for the
organization’s objectives and not for distribution to members.
Organizational culture is best defined as the beliefs, values, norms and philosophies that
guide how an organization operates, both internally and in relation to other
organizations. One organization’s culture, for example, may encourage staff to take
risks while another encourages caution. One may operate much more informally than
another. Organizations with very different cultures can have difficulties working together
unless the differences are identified and acknowledged, and unless measures are
introduced to make them compatible.
Policies provide broad, clear guidelines that set the overall direction for the organization
or for how it will carry out a particular activity. (See also “procedures.”)
Procedures are the nuts and bolts that describe how the daily work is done in a way that
reflects the organization’s vision and policies. (See also “policies.”)

Resources: people, money and things that may be required to carry out a particular
initiative.
Stakeholder: a person or organization with an interest in a particular program,

organization or initiative.
Strategic Planning is the process of determining what an organization intends to be in the
future and deciding how it will get there. It means developing a vision of the best possible
future for your organization and selecting the best path for reaching that destination.

Appendix B, Partnership Resources
BC Healthy Communities Network. 1997. The Sustainability
Initiative Guide. Survival Strategies 2000. Vancouver.
Canada, Health Canada. 1997. The Publicity Handbook.
Community Agency Partnership Project. 1999. Getting It Together. Collaboration Models

for Community Groups. Prepared by Kylie Hutchinson.
Human Resources Development Canada Aboriginal Relations Office. 1999. The Community
Strategic Planning Toolkit for Employment and Training. Prepared by Consilium.
Ottawa. April.
Law Foundation of British Columbia, the People’s Law School and Volunteer Vancouver. A
Guide for Volunteers, Organizations and Boards. 2000. Volunteers and the Law.
Ministry of Community Development, Cooperatives and Volunteers. 2000. “Inventory of

Community Economic and Social Development Funding Programs Serving BC. June.
Vancouver Regional Child and Youth Committee. 1995. Making Partnerships Work: A
Review of the Management Models of 14 Interministerial Programs in Vancouver. April.
Vancouver Regional Child and Youth Committee. 1995. A Handbook to Guide the
Development and Implementation of Partnership Programs for Children and Youth.
May.
Vancouver Regional Child and Youth Committee. 1996. A Checklist to Guide the Planning,
Development, Implementation and Review of Partnership Programs for Children and
Youth. September.

Appendix C, The Collaboration Roundtable
The Collaboration Roundtable
The Collaboration Roundtable is an informal

group of government and non-governmental
agencies in the Lower Mainland region of
British Columbia. It first came together in
1998 with two goals, i.e. to improve
partnership relationships and to develop a
culture of collaboration among community-
based service agencies. To date, its efforts
have included three phases:
Phase 1 (June 1999) was designed to enhance agency understanding and awareness
of partnership issues. It included the preparation of a discussion paper on
partnerships as well as a survey of community agencies. The phase concluded with a
workshop examining a variety of partnership issues.
Phase 2 (October 1999) focused on the unique situation of smaller, volunteer-

based ethnocultural organizations working in partnership with larger, multicultural
or mainstream not-for-profit agencies. Its goal was to identify the barriers that
often confound the relationship between these two types of organizations.
Phase 3 (April 2000) was designed to strengthen the ability of agencies to work
together. It included, first, an analysis of the partnership tools currently available
to organizations and, second, two workshops that brought together over thirty
agencies to:
• examine the relationship
Reports from these three phases are available
between smaller ethnocultural from MOSAIC (1522 Commercial Drive,
organizations and larger Vancouver, BC, V5L 3Y2) and Nisha Family and
multicultural organizations; Children’s Services Society (201 – 2830
• address specific partnership Grandview Highway, Vancouver, BC V5M 2C9).
The reports are also available on their web
concerns; and
sites: www.nisha.org and www.mosaic.bc.com.
• identify the practical tools
needed by organizations
wanting to work collaboratively.

These organizations are regular contributors to the Collaboration Roundtable:
Cambodian Community Family Metis Family Services

Services MOSAIC
Canadian Heritage Nisha Family and Children's
City of Vancouver Services Society
Immigrant Services Society of BC PIRS
Latin American Community Council Self Help Resources of BC
Ministry of Community Somali-Canadian Community
Development, Cooperatives and Surrey Delta Immigrant Services
Volunteers Society
Ministry of Multiculturalism and Surrey Parks and Recreation
Immigration, Community Liaison United Way of the Lower Mainland
Division
Collaboration Roundtable Co-Chairs

Eyob Naizghi John Coward, MA
Executive Director Manager of Partnerships and Employment Programs
MOSAIC Nisha Family and Children's Services Society
1522 Commercial Drive #3 – 10318 E. Whalley Ring Road
Vancouver, BC V5L 3Y2 Surrey, BC V3T 4H4
(604) 254-0244 (604) 951-4821
enaizghi@mosaicbc.com jcoward@nisha.org

Partnership Toolkit Workshops
Participating Organizations
Spring 2001
Organization & Address Phone Fax E-mail
CCRA Bag 7500 280 Victoria St. (250) 561-7877 (250) 561-5122
Prince George, BC V2L 3K1
PG United Way (250) 561-1040 (250) 562-8102
I.M.S.S. (250) 562-2900 (250) 561-5862

1633 Victoria Street
Prince George, BC
M.S.D.E..S. (250) 565-6020 (250) 565-6698

#102 – 1577 7th Avenue
Prince George, BC V2L 3D5
(Arlette Santos) (250) 565-6220 (250) 565-6366

#605 – 299 Victoria Street
Prince George, BC V2L 5B8
(Hep C) (250) 426-5277 (250) 426-2134 hepc@cyberlink.bc.ca

#39-13th Avenue South
Cranbrook, BC V1C 2V4
Aboriginal Employment Centre (604) 599-2980 (604) 599-3106

Kwantlen University College
(Newton Campus) 13479 77 Ave
Surrey BC V3W 6Y1
Arabic Women’s Association (604) 552-9484 (604) 552-9484

Abdel Ginena
Egyptian Canadian Society –
School
2885 Norbury Pl.
Coquitlam BC V3C 5T5

Arabic Women’s Association (604) 552-9484 (604) 552-9484

2885 Norbury Pl. (604) 552-3677 (604) 945-9169
Coquitlam, BC V3C 5T5
Bahai Community (250) 376-9733

#141 – 2401 Ord Road
Kamloops, BC V2B 7V8
BC Parents in Crisis Society (604) 669-1616 (604) 669-1636 bcpic@radiant.net

#201 1155 West Pender Street
Vancouver, BC V6E 2P4
Bridges for Women Society of (250) 385-7410 (250) 385-7459

Victoria
Box 5732 Stn B
Victoria BC V8R 6S8
Cambodian Community Family (604) 877-8352 (604) 877-8105 cambfamp@vcn.bc.ca

Support Program
C/o Bridge Health Clinic
3080 Prince Edward St
Vancouver BC V5N 4C8
Campbell River Multicultural & (250) 830-0171 (250) 830-1010

Immigrant Services
#43 1480 Dogwood St
Campbell River, BC V9W 3A6
Canadian Heritage (250) 363-3514 (250) 363-8552

711 Broughton St.
Victoria, BC V8W 1EZ
Canadian Heritage (604) 666-2218 (604) 666-3508

# 400, 300 W Georgia St
Vancouver BC V6B 6C6
Canadian Hispanic Congress (604) 980-0621 (604) 980-0621

1190 Fodgewood Rd
North Vancouver, BC V7R – 1Y9

Childcare Society for the East (250) 489-5300 (250) 489-3151 CFC@cintek.com
Kootney
#201-125 10th Avenue South
Cranbrook, BC V1C 4H8
City of Vancouver (604) 871-6637 (604) 871-6048

453 W 12th Ave
Vancouver BC V5Y 1V4
CMHA (250) 426-7477 (250) 426-2134
CMHA – EIC (250) 426-5222 (250) 426-2134

39-13 Aves
CMHAEK (250) 426-7477 (250) 426-2134 cmha-ek@cmha-ek.org

39-13th Avenue South
CMHAEK – Kootenay Haven (250) 426-5222 (250) 426-2134

Transition House
39-13th Ave.South
College of the Rockies (250) 489-2751 (250) 489-1790

Box 8500 local 351 local 351
Crankbrook, BC V1C 5L7
Community Education , C.N.C. (250) 562-2131 (250) 561-5862

3330 22nd Avenue
Prince George, BC V2N 1P8
Congolese Community (604) 873-9815 (604) 873-9815
Cowichan Valley Intercultural & (250) 748-3112 (250) 748-1335 cuiias@cow-net.com

Immigrant Aid Society
#3 83 Brae Rd
Duncan, BC V9L 2N7
Cranbrook Boys and Girls Club (250) 426-3830 (250) 426-3036 joblinks@cyberlink.bc.ca
1404 2nd Street North
Cranbrook BC V1C 3L2

Cwenengitel (604) 588-5561 (604) 588-5591 cwenengitel@intouch.bc.ca

14121 115A Avenue
Surrey, BC V3R 2R6
Egyption Canadian Cultural Soc of (604) 945-9848 (604) 945-9848

BC
ESL Department Camosun College (250) 370-4945 (250) 370-4938

3100 Foul Bay Rd
Victoria, BC V8P 5J2
Family Services of Greater (604) 874-2938 (604) 875-9898

Vancouver local 203
202 – 1193 Kingsway
Vancouver, BC V5V 4C9
Federation of African (604) 526-8105 (604) 437-7545

Communication of BC
1104 – 120 Agnes Street
New Westminister, BC V3L 5C8
Global Village Store & ICA (250) 385-5179

535 Pander Ave
Victoria, BC
HRCC Surrey (604) 590-3346 (604) 590-5351

7404 King George Hwy local 352
Surrey, BC V3W 0L4
HRDC (604) 666-2267 (604) 666-1042

Regional Headquarters
Library Square Tower
15th Floor – 300 W. Georgia St
Vancouver, BC V6B 6G3
Human Resources Officer (250) 565-6364 (250) 565-6165

Ministry of Transportation and
Highways
#213 – 1011 – 4th Avenue
Prince George, BC V2L 3H9

Human Service Work (250) 489-2751 (250) 489-1790

College of the Rockies local 372
Box 8500
Cranbrook, BC V1C 5L7
I.M.S.S. (250) 562-2900 (250) 563-4852 imss_settlement@mag-net.com

1633 Victoria Street
Prince George, BC V2L 3P5
Immigrant & Visible minority (250) 388-4728 (250) 386-4395

Women of BC (IVMW of BC)
C/O 930 Balmoral Rd
Victoria, BC V8T 1A8
Immigrant Program Comox Valley (250) 338-7575 (250) 338-2343

Family Services
1415 Cliffe Ave
Courtenay, BC V9N 2K6
Immigrant Refugee Settlement (250) 388-4728 (250) 388-4395

930 Balmoral Rd
Immigrant Services Society (604) 684-2561 (604) 684-2266

501-333 Terminal Ave
Vancouver BC V6A 2L7
Immigrant Society Kamloops

201 – 554 Seymour St.
Kamloops, BC V2C 2G9
Indo-Canadian Cultural (604) 599-6489 (604) 599-6814

Association
12459 70 Avenue
Surrey, BC V3W 0P8
Japanese Community Volunteers (604) 687-2172 (604) 687-2168 jcva@portal.ca

Assoc
511 East Broadway
Vancouver, BC V5T 1X4

Kamloops & Area N.A.J.C. (250) 376-3506 (250) 376-4204

1724 Clifford Ave
Kamloops BC V2R 4G6
Kamloops Chinese Cultural Assoc (250) 372-0855 (250) 372-1532 ris@mail.kamlooops.net

#110 – 206 Seymour Street
Kamloops, BC V2C 2E5
Kamloops Chinese Cultural (250) 554-1082

Association
952 Linthorpe Road
Kamloops, BC V1S 1V6
Kamloops Immigrant Services (250) 372-0855 (250) 372-1532 kis@mail.kamloops.net

110 – 206 Seymour Street
Kamloops Immigrant Services (250) 376-4493

31 –975 Tranquille Road
Kamloops, BC V2B 3J5
Kamloops Immigrant Services (250) 372-0855 (250) 372-1532 antiracism_@hotmail.com

Kamloops Laubach – Academy (250) 314-9610 (250) 314-9854

Program
Kamloops Laubach –Literacy (250) 828-2665 (250) 314-9854 KLLC@telus.net

Program
203 – 180 Seymour St.
Kamloops MultiCultural Society (250) 372-5751 (250) 372-5710

262 Lorne Street
Kamloops, BC V2C 1W1

Kimberley Community Living (250) 427-3637

Society
421 4th Avenue
Kimberely, BC V1A 2R7
Kootenay Haven Transition House (250) 426-4887 (250) 426-4808

Box 336
Cranbrook, BC V1C 4H8
Latin American Community Council (604) 876-5420 (604) 324-6116

736 Kingsway (604) 324-6212
Vancouver BCV5V 3C1
Laubach Literacy of Canada (250) 374 -5240 (250) 314-9854 laubach@telus.net

Legal Aid Services Society (250) 564-9717 (250) 564-8636

302 – 1488 Fourth Avenue
Prince George, BC V2L 4Y2
Little Mountain Neighbourhood (604) 879-7104 (604) 879-7113

House
2981 Main Street
Vancouver, BC V5V 3P3
M.S.D.E.S. (250) 250-6020 (250) 565-6698

102 – 1577 7th Avenue
Prince George, BC V2L 3P5
Mental Health Consumer Advocate (604) 582-9593 (604) 582-9578

(CANDO)
Metis Family Services (604) 584-6621 (604) 582-4820

Unit A 10615 King George Hwy
Surrey BC V3T 2X6
Ministry for Children and Families (250) 387-5077 (250) 356-6125

#228 – 1250 Quadra St
Victoria, BC V8W 2K7

Ministry of Community (250) 356-6362 (250) 356-6417

Development,
Cooperatives & Volunteers
PO Box 9915 Stn Prov Govt
Victoria, BC V8W 9R1
Ministry of Multiculturalism & (604) 775-0331 (604) 775-0670

Immigration
2nd Floor 1125 Howe St.
Vancouver BC V6Z 2K8
Multicultural Program Coordinator (250) 388-4728 (250) 386-4395 multic@icavictoria.org

930 Balmoral
Multicultural Society of Kelowna (250) 762-2155 (250) 762-8155 multikel@okanagan.net

1875 Spall Road
Kelowna, BC V1Y 4R2
Nisha Family & Children's Ser Soc (604) 951-4821 (604) 951-4808
#3 – 10318 E. Whalley Ring Road,
Surrey, BC, V3T 4H4
Nisha Family and Children's Ser (604) 412-7950 (604) 412-7951

Soc
#201 – 2830 Grandview Highway
Vancouver, BC V5M 2C9
North Fraser Metis Assoc (604) 444-9164 (604) 444-9164 n.frasermetis@intouch.bc.ca

16580 16th Avenue (604) 531-7950 (604) 531-7950
Surrey, BC V4V 2B7
North Shore Community Schools (250) 376-2371 (250) 376-1178
Assoc
2364 Rosewood Ave
Kamloops, BC V2B 4Z1
North Shore Community Schools (250) 851-9946

Assoc.
2364 Rosewood Ave
Kamloops, BC V2B 4Z1

P.G. Public Library (250) 563-9251 (250) 563-0892

887 Dominion Street
Prince George, BC V2L 5L1
P.G.N.A.E..T.A (250) 561-1040

1591 4th Avenue
Pacific Immigrant Resources (604) 298-5888 (604) 298-0747 pirs@amssa.org

Society
#205 2929 Commercial Drive
Vancouver BC V5N 4C8
Parent South Elem PAC (250) 374-5160

325 Whitesheild Cres
Kamloops, BC V2E 1G3
P.G. Native Education Centre (250) 564-3568 (250) 563-0924

1600 3rd Avenue
Prince George V2L 3G6
Phoenix Society
PICS (604) 324-7733 (604) 324-7744

#200-8969 – Main Street
Vancouver, BC V5X 3L2
PICS (604) 596-7722 (604) 583-8848

#109 – 12414 82nd Avenue
Surrey, BC V3W 3E9
PIRS (604) 298-4560 (604) 298-0747 pirs@amssa.org

#205 2929 Commercial Drive
Vancouver, BC V5N 4C4
Quesnel Multicultural Society (250) 747-4548 (250) 747-4548
Red Cross (250) 564-6566 (250) 564-2688

1399 6th Avenue

Langley Family Services (604) 534-7921 (604) 534-9884

5339 – 207th Street
Langley, BC V3A 2E6
Saanich Recreation Community (250) 475-5494 (250) 475-5411

Services local 3447
780 Vernon Ave
Saanich, BC V8X 2W6
Self-Help Resource Centre (604) 733-6186 (604) 730-1015 shra@vcn.bc.ca

#306 1212 West Broadway
Vancouver, BC V6H 3V1
Semiahmoo First Nation (604) 536-3101 (604) 536-6116

16049 Beach Road
Surrey, BC V3S 9R6
Seniors Facilitator, ICA (250) 595 5301

930 Balmoral
Somali Canadian Community (604) 596-9034 (604) 596-9054

Development Assoc
216 1956 W. Broadway
Vancouver BC V6J 1Z2
South Sudanese Community (604) 516-0018

Association
South Surrey White Rock (604) 536-9611 (604) 536-6362 womens_place_communitydev@telu

Women’s Place s.net
15318 20 Ave www.sswrwomensplace.com
Surrey, BC V4A 2A2
SUCCESS (604) 408-7274

28 West Pender Street local 3042
Vancouver, BC V6B 1R6

SUCCESS (604) 588-6869 (604) 588-6823

A7 The Boardwalk Plaza
10160 152 St.
Surrey, BC V3R 9W3
Surrey Delta Chinese Community (604) 596-1584 (604) 596-1584

Society
12558 61 Ave
Surrey BC V3X 3G6
Surrey Delta Immigrant Services (604) 597-0205 (604) 597-4299

Society
#1107 7330 137th Street
Surrey, BC V3W 1A3
Surrey Parks and Recreation (604) 502-6352 (604) 501-5081

7452 132 St
Surrey BC V3W 4M7
Surrey Social Futures (604) 585-7666 (604) 583-5548 ssf@paralyn.bc.ca

10667 – 135A Street
Surrey, BC V3T 4E3
United Way (604) 294-8989 (604) 293-0220
4543 Canada Way
Burnaby BC V5G 4T4
United Way of Greater Victoria (250) 385-6708 (250) 385-6712

1144 Fort St
Victoria, BC V8N 3K8
Urban Community Dev’t. Unit (604) 660-3546 (604) 660-3554

Ministry of Community
Development, Co-ops and
Volunteers
Suite 401, 750 West Pender Street
Vancouver, BC V6C 2T7
Victoria Native Friendship Centre (250) 384-3211 (250) 384-1586

610 Johnson St
Victoria, BC V8W 1M4

Victoria READ Society (250) 388-7225 (250) 386-8330 info@readsociety.bc.ca

720 Linden Ave
Victoria, BC V8V 4G7
Vietnamese Friendship Soc in (604) 572-8930 (604) 572-8930

Fraser Val
Volunteer Bureau (CMHA) (250) 426-8019 (250) 426-2134 volunteercranbrook@cmhaek.org

39-13 Aves
Volunteer P.G. (250) 564-0224 (250) 564-0232 vpg@mag-net.com

Box 544, Stn A
Prince George, BC V2L 4S8
Volunteer Victoria (250) 386-2269 (250) 386-2279

#211 620 View St
Victoria, BC V8W 1J6
Women’s Centre (250) 426-2943 (250) 426-2976

(Anti-Racism Program)]
32-13th Avenue South

Collaboration Roundtable Partnership Toolkit

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Collaboration Roundtable Partnership Toolkit

Uploaded by

Copyright:

Available Formats

The Partnership Toolkit:

Tools for Building and

with Funding from

2. How to Use this Toolkit................................................................................................................... 2

3. The Toolkit Rules of Partnership .................................................................................................. 5

4. Was this useful? How can we improve the toolkit?................................................................. 6

5. Before you enter a partnership, you need … .............................................................................. 8

6. A Primer on Partnerships ................................................................................................................ 9

The Collaboration Roundtable

members of the Collaboration Roundtable Steering Committee for offering

the Ministry of Community Development, Cooperatives and Volunteers and the

Dr. Martin Spigelman Zena Simces

The Collaboration Roundtable 1

provide more comprehensive, coordinated and holistic services;

achieve administrative efficiencies and savings by avoiding overlap and duplication;

learn from each other.

Purpose of the Toolkit

multicultural, ethnocultural, Aboriginal and mainstream organizations, including

large and small organizations; and

The Collaboration Roundtable 2

How to Use the Toolkit

The tools were carefully tested,

first with the Collaboration Roundtable Steering Committee, and

then during the six workshops identified on the following page.

The Collaboration Roundtable 3

Vancouver Pacific Immigrant Resources Society March 30

Vancouver Pacific Immigrant Resources Society March 31

Victoria Inter-Cultural Society of Greater Victoria April 3

The full toolkit is available from:

MOSAIC (1522 Commercial Drive, Vancouver, BC, V5L 3Y2); and

from their web sites at www.nisha.org and www.mosaic.bc.com.

The Collaboration Roundtable 4

The Toolkit Rules of Partnership:

Be clear about your objectives and know

Build on each partner’s strengths.

Develop trust by being open,

Be clear about each partner’s roles and

Communicate openly and be prepared to

The Collaboration Roundtable 5

1. How did you locate this toolkit?

2. Which tool or tools did you use?

The Collaboration Roundtable 6

6. Do you have any suggestions for improving the toolkit as a whole?

7. Do you have any other comments on the toolkit?

Eyob Naizghi John Coward, MA

The Collaboration Roundtable 7

Vision and Welcoming

The Collaboration Roundtable 8

What Does Partnership Mean?

Having the right people at the right time

The Collaboration Roundtable 9

promote exchange of information;

enable more effective exchange, sharing or referral of clients or customers;

be more efficient by avoiding duplication or overlap;

act as a more forceful lobby or advocate;

develop creative solutions emerging from the partner’s differing perspectives;

share knowledge, know-how and ideas;

increase capacity and strengthen the organization;

ensure greater accountability, responsiveness and transparency;

enhance community participation - increased involvement in decision-making;

facilitate the sustainability/survival of an organization or initiative.

Often the overall benefit is not only

The Collaboration Roundtable 10